BASF Report 

2020
Economic, environmental and
social performance
 Key data

BASF
2020 2019 +/– 2020 2019 +/–

Sales million € 59,149 59,316 –0.3% Employees at year-end 110,302 117,628 –6.2%

EBITDA before special itemsa million € 7,435 8,324 –10.7% Personnel expenses million € 10,576 10,924 –3.2%

Group
EBITDAa million € 6,494 8,185 –20.7% Research and
2,086 2,158 –3.3%
development expenses million €
EBIT before special itemsa million € 3,560 4,643 –23.3%
Greenhouse gas million metric tons
EBITa million € –191 4,201 . 20.8 20.1 3.5%
emissionsc of CO2 equivalents

Net income million € –1,060 8,421 . Energy efficiency in kilograms of sales
540 598 –9.7%

2020
production processes product/MWh
ROCE % 1.7 7.7 –
Accelerator sales million € 16,740 15,017 11.5%
Earnings per share € –1.15 9.17 .
Number of on-site sustainability
Total assets million € 80,292 86,950 –7.7% 50 81 –38.3%
audits of raw material suppliers
Investments including a Restated figures 2019; for more information, see the Notes to the Consolidated Financial Statements from
4,869 4,097 18.8%
acquisitionsb million € page 232 onward

At a glance b Additions to property, plant and equipment and intangible assets

c Excluding sale of energy to third parties

Segment data
Chemicals Million € Materials Million €

Sales 2020 8,071 Sales 2020 10,736

2019 9,532 2019 11,466

EBIT before special items 2020 445 EBIT before special items 2020 835
2019 791 2019 1,003

Page 72 Page 78

Industrial Solutions Million € Surface Technologies Million €

Sales 2020 7,644 Sales 2020 16,659

2019 8,389 2019 13,142

EBIT before special items 2020 822 EBIT before special items 2020 484
2019 820 2019 722

Page 83 Page 89

Nutrition & Care Million € Agricultural Solutions Million €

Sales 2020 6,019 Sales 2020 7,660

2019 6,075 2019 7,814

EBIT before special items 2020 773 EBIT before special items 2020 970
2019 793 2019 1,095

Page 94 Page 100

Welcome
to BASF
Our integrated corporate report
combines financial and
­sustainability reporting to inform
shareholders, employees and the
interested public about the 2020
business year.

On the cover:
The new acetylene plant at the Verbund site in Ludwigshafen, Germany, was
gradually started up over a period of several months and has been in
operation since 2020. It has an annual production capacity of 90,000 metric
tons of acetylene. Around 20 plants in the BASF Production Verbund use
acetylene as a versatile chemical component.
For more information on the acetylene plant, see basf.com/acetylene

This page:
BASF presented a new, highly efficient process for chemically recycling
battery materials at its Research Press Conference in December 2020. This
recovers the lithium contained in batteries in high purity and with high yields.
The process also reduces waste and greenhouse gas emissions compared
with existing methods.
For more information on battery recycling, see page 37

The people pictured in this report complied with the local coronavirus
regulations in force at the time the photos were taken.
Contents
 About This Report  5 4 

Consolidated Financial Statements  212

Statement by the Board of Executive Directors  213
Detailed tables of contents can be found 1  Independent Auditor’s Report  214
on each colored chapter divider Statement of Income  222
To Our Shareholders  7 Statement of Income and Expense Recognized in Equity  223
Letter from the Chairman of the Board of Executive Directors  8 Balance Sheet  224
The Board of Executive Directors of BASF SE  11 Statement of Cash Flows  226
BASF on the Capital Market  12 Statement of Changes in Equity  227
Notes  228

2 
5 
Management’s Report  16
Overview  17 Overviews  313
The BASF Group  20 Ten-Year Summary  314
Our Strategy  26 Glossary and Trademarks  318
The BASF Group’s Business Year  50
Responsible Conduct Along the Value Chain  110
Forecast  152

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
How We Create Value

How We Create Value

The overview provides examples of how we create value for our shareholders, our company, the environment and society. It is modeled on the framework of the International Integrated Reporting Council (IIRC). 1

INPUTS

3 
We use a wide range of resources to implement our customer-focused strategy.

Financial Innovation Operations Environment Employees Partnerships

Our aim is to ensure solvency, We develop innovative Safety, quality, and reliability We use natural resources to Everything we do is based Trust-based relationships are
limit financial risks and optimize solutions for and with our cus- are key to excellence in our manufacture products and on the expertise, knowledge, crucial to our license to operate
the cost of capital. tomers to expand our leading production and plant opera- solutions with high value added motivation and conduct of and our reputation
position. tions. for our customers. our employees.

€80.3 billion ~10,000 €2.9 billion 1.2 MMT 110,302 >250

Total assets R&D employees Capex Renewable raw materials Employees around the world Cooperations with research
purchased institutes

42.8% €2.1 billion 55.0 million MWh 1,728 million m³ €10.6 billion >70,000

Equity ratio R&D expenses Electricity and steam demand Total water usage Personnel expenses Tier 1 suppliers

Corporate Governance  167 Our corporate purpose:

We create chemistry for a sustainable future
BUSINESS MODEL

Innovative products and solutions

help to use resources more efficiently and overcome global challenges

Comprehensive product portfolio with high synergies

Strategy Segments from basic chemicals to high value-added specialty products

Corporate Governance Report  168

Innovation Chemicals Efficient production
thanks to integrated value chains and our Verbund system
Sustainability In focus: Materials
our customers Eleven divisions organized into six segments
Operations ~90,000 customers from Industrial Solutions
aligned with value chains, customer needs and market requirements
almost all sectors and
Digitalization countries Surface Technologies
Global, customer-focused presence
Portfolio Nutrition & Care with around 250 production sites worldwide, including six Verbund sites

Compliance  177
People Agricultural Solutions Differentiated business strategies
from cost leadership to custom system solutions

Our core values: Effective corporate governance

creative, open, responsible, entrepreneurial ensures responsible conduct along the value chain

1 The content of the graphic on pages 24 and 25 been audited within the scope of the relevant sections of the Management’s Report in which they appear.

OUTPUTS

Management and Supervisory Boards  180

We focus on material sustainability topics and evaluate the opportunities and risks of our actions.

Financial Innovation Operations Environment Employees Partnerships

€59.1 billion ~950 ~45,000 43.4% 24.3% 678

Sales New patents worldwide Sales products Share of our waste recycled Women in leadership Suppliers screened through
or thermally recovered positions Together for Sustainability

€3.6 billion €16.7 billion 6.2 MMT CO2 80.7% 82% 61

EBIT before special items Sales from Accelerator avoided by the Verbund and Cooling water recirculated Engagement index according Internal audits on our

Compensation Report  183

products combined heat and power to 2020 employee survey compliance standards
generation

OUTCOMES

Economic
We want to increase our positive contributions, reduce negative impacts and carefully assess conflicting goals^1

Environmental Social
How we create value – an overview ­
Report of the Supervisory Board  203 +
We make positive contributions by

▪ Driving forward growth, progress and value creation

▪ Strengthening our customers’ competitiveness and innovative
strength with products and technologies
▪ Accelerating the digital transformation of the industry
▪ Offering our investors an attractive dividend yield
We make positive contributions by operating our plants
efficiently and creating products that

▪ Help to use natural resources more efficiently

▪ Enable climate-smart mobility
▪ Improve the capabilities of renewable energy
▪ Reduce emissions and resource consumption
We make positive contributions because we

▪ Offer products that improve people’s quality of life

▪ Provide attractive jobs, train young people and promote
lifelong learning, health and diversity
▪ Pay taxes and competitive wages and salaries
▪ Help to solve challenges (for example, COVID-19)
of BASF’s business model based on
the framework developed by the
Declaration of Conformity Pursuant to Section 161 AktG  210
Potential negative impacts Negative impacts Potential negative impacts

– ▪ Weaker contributions to growth and value creation due to

reduced demand from our customer industries as a result of the
coronavirus pandemic
▪ A weaker share performance on the capital market
▪ The emission of CO2 and other gases that damage the climate
▪ The consumption of raw materials and the creation of
non-recyclable waste in our production
▪ The potential misuse of our products
▪ The risk of our suppliers violating labor, environmental and
social standards in the production of raw materials
▪ Lower demand for employees in some areas as a result of
digitalization and efficiency gains

International Integrated Reporting

We limit negative impacts through We limit negative impacts through We limit negative impacts through

▪ The disciplined implementation of our corporate strategy ▪ Our carbon management ▪ Our sustainability-oriented supply chain management
▪ Active portfolio management ▪ Our Circular Economy Program ▪ Projects to improve sustainability in the supply chain

Declaration of Corporate Governance  211

▪ The acceleration of our Excellence Program ▪ Sustainable water and energy management ▪ Our compliance program and our Code of Conduct
▪ Systematic cost management ▪ Our Responsible Care management ▪ Our training programs for employees

Council (IIRC)
▪ Reducing the cost of capital ▪ Product stewardship and training

IMPACT
We achieve long-term business success by creating value for our shareholders, our company, the environment and society (see page 43).
1 The outcomes category shows examples of positive contributions as well as negative impacts and the measures we take to mitigate them.

  For more information, see pages 24 and 25

BASF Report 2020 25

BASF Report 2020 4

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews

 About This Report  Content and structure The detailed GRI and Global Compact Index can be found in the
online report. It provides an overview of all relevant information to
Integrated reporting ▪▪ Integrated BASF Report serves as U.N. Global Compact fulfill the GRI indicators, as well as how we contribute to the United
This integrated report documents BASF’s economic, environmental progress report Nations’ Sustainable Development Goals (SDGs) and the principles
and social performance in 2020. We show how sustainability con- ▪▪ Sustainability reporting in accordance with Global of the U.N. Global Compact. The results of the limited assurance of
tributes to BASF’s long-term success and how we as a company ­Reporting Initiative (GRI) standards this information can also be found there in the form of an assurance
create value for our customers, employees, shareholders, business ▪▪ Financial reporting according to International Financial statement issued by KPMG  AG Wirtschaftsprüfungsgesellschaft.
partners, neighbors and the public. Reporting Standards (IFRS), the German Commercial We also publish additional information on sustainability in accor-
Code and German Accounting Standards (GAS) dance with the industry-specific requirements (Chemicals Standard)
The BASF Report online of the Sustainability Accounting Standards Board (SASB).
HTML version with additional features: basf.com/report The BASF Report combines the major financial and sustain­ -
PDF version for download: basf.com/basf_report_2020.pdf ability-related information necessary to comprehensively evaluate The information on the financial position and performance of the
our performance. We select the report’s topics based on the follow- BASF Group comply with the requirements of International Financial
Symbols ing reporting principles: materiality, sustainability context, complete- Reporting Standards (IFRS), and, where applicable, the German
Explanations of the symbols used can be found on page 17. ness, balance and stakeholder inclusion. In addition to the inte­grated Commercial Code, German Accounting Standards (GAS) and the
report, we publish further information online. The relevant links can guidelines on alternative performance measures from the European
be found at the end of each chapter. Securities and Markets Authority (ESMA). Internal control mecha-
nisms ensure the reliability of the information presented in this report.
Our sustainability reporting has been based on GRI guidelines BASF’s Board of Executive Directors confirmed the effectiveness of
and standards since 2003. We have applied the ­“Comprehensive” the internal control measures and compliance with the regulations
option since the BASF Report 2017. for financial reporting.

We have been active in the International Integrated Reporting Material topics along the value chain form the focal points of
Council (IIRC) since 2014 in order to discuss our experiences of reporting and define the limits of this report. We take three
­
­integrated reporting with other stakeholders and at the same time, dimensions into account in identifying and evaluating material
­
receive inspi­ration for enhancing our reporting. This report a
­ ddresses topics: the impact on BASF, the impact of BASF and relevance for
elements of the IIRC framework by, for example, providing an
­ our stakeholders.
­illustrative overview of how we create value or demonstrating the For more information on our selection of sustainability topics, see page 42 onward and ­
basf.com/materiality
relationships between financial and sustainability-related perfor-
For a visualization of BASF’s business model based on the IIRC framework, see How We Create Value
mance in the sections on the segments. The information in the on pages 24 and 25 and basf.com/how-we-create-value
BASF ­Report  2020 also serves as a progress report on BASF’s For more information on our control and risk management system, see page 158 onward
­implementation of the 10 principles of the United Nations’ Global The 2020 BASF Online Report can be found at basf.com/report
Compact and takes into consideration the Blueprint for Corporate For more information on the Global Reporting Initiative, see globalreporting.org

­Sustainability Leadership of the Global Compact LEAD platform. For more information on the Global Compact, see globalcompact.org and
basf.com/en/global-compact
2020 PARTICIPANT The GRI and Global Compact Index can be found at basf.com/en/gri-gc
The SASB index can be found at basf.com/sasb

BASF Report 2020 5

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews

Data pro rata according to our interest. Work-related accidents at all sites of Historical Financial Information) and ISAE  3410 (Assurance
of BASF SE and its subsidiaries as well as joint operations and joint ­Engagements on Greenhouse Gas Statements), the relevant inter-
▪▪ Relevant information included up to February 22, 2021 ventures in which we have sufficient authority in terms of safety national assurance standards for sustainability reporting. KPMG
▪▪ Report published each year in English and German management are compiled worldwide regardless of our interest and conducted a reasonable assurance of all disclosures on the most
reported in full. Unless otherwise indicated, further data on social important nonfinancial key performance indicators, a ­ccelerator
All information and bases for calculation in this report are founded responsibility and transportation safety refers to BASF SE and its sales and CO2-neutral growth. Both steering-relevant indicators and
on national and international standards for financial and sustain­ consolidated subsidiaries. their forecasts are part of the Management’s Report and are thus
ability reporting. The data and information for the reporting period covered by the annual audit. The links and additional content­
were sourced from the expert units responsible using representative The disclosures and indicators in the Management’s Report on ­provided on the internet sites referred to in this report are not part of
methods. The reporting period is the 2020 business year. Relevant sustainability in 2020 no longer include data on the divested the audited information.
information is included up to the editorial deadline of February 22, construc­tion chemicals business. Occupational and process safety
2021. The report is published each year in English and German. It is incidents in the construction chemicals business are reported until KPMG also conducted a limited assurance of the nonfinancial group
prepared in German and the German version is authoritative. September 30, 2020. The integrated polyamide business acquired statement (NFS).
from Solvay as of January 31, 2020, is included pro rata in the The Independent Auditor’s Report can be found on page 214 onward
BASF Group’s scope of consolidation for its financial reporting com- ­figures for employees, energy consumption, greenhouse gas emis- An assurance statement on the sustainability information in the BASF Report 2020 can be found at
basf.com/sustainability_information
prises BASF SE, with its headquarters in Ludwigshafen, Germany, sions (Scope 1 and 2) and o ­ ccupational and process safety (LTI and
An assurance statement of the NFS can be found at basf.com/nfs-audit-2020
and all of its fully consolidated subsidiaries and proportionally PSI rate). Sales of p
­ roducts from the business acquired from Solvay
consolidated joint operations. Shares in joint ventures and asso­ci­ have already been ­integrated in the portfolio to be evaluated under
ated companies are accounted for, if material, using the equity the Sustainable Solution S ­ teering method. They will be classified Forward-looking statements and forecasts
method in the BASF Group Consolidated Financial Statements and from 2021. All other sustainability indicators for 2020 do not yet
are thus not included in the scope of consolidation. include the ­acquired polyamide business. This report contains forward-looking statements. These statements
For more information on companies accounted for in the Consolidated Financial Statements, see the are based on current estimates and projections of the Board of
Notes from page 233 onward
The section “Employees” refers to employees active in a company ­Executive Directors and currently available information. Forward­-
The list of shares held can be found at basf.com/en/corporategovernance
within the BASF Group scope of consolidation as of December 31, looking statements are not guarantees of the future developments
2020. and results outlined therein. These are dependent on a number of
External audit factors; they involve various risks and uncertainties; and they are
Our data collection methods for environmental protection and safety based on assumptions that may not prove to be accurate. Such risk
are based on the recommendations of the International Council of Our reporting is audited by a third party. KPMG  AG Wirtschafts­ factors include those discussed in Opportunities and Risks on
Chemical Associations (ICCA) and the European Chemical Industry prüfungs­ gesellschaft has audited the BASF Group Consolidated ­pages 158 to 166. We do not assume any obligation to update the
Council (CEFIC). In the section “Environmental Protection, Health Financial Statements and the Management’s Report and has
­ forward-­
looking statements contained in this report above and
and Safety,” we report all data including information on the emis- ­approved them free of qualification. The audit of the Consolidated ­beyond the legal requirements.
sions and waste of the worldwide production sites of BASF SE, its Financial Statements is based on the likewise audited financial
fully consolidated subsidiaries, and proportionally consolidated joint statements of the BASF Group companies.
operations. BASF SE subsidiaries that are fully consolidated in the
Group financial statements in which BASF holds an interest of less The limited assurance of the sustainability information ­contained in
than 100% are included in full in environmental reporting. The emis- the Management’s Report was conducted in ­ accordance with
sions of proportionally consolidated joint operations are disclosed ISAE 3000 (Assurance Engagements other than Audits or ­Reviews

BASF Report 2020 6

1
Chapter 1  pages 7–15

Letter from the Chairman of

the Board of Executive Directors  8

The Board of Executive Directors of BASF SE  11

BASF on the Capital Market  12

To Our
Share­
holders
About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Letter from the Chairman of the Board of Executive Directors

flexibility and worked tirelessly to find tailor-made solutions for our customers –
whether working from home or in the plants. I want to thank all employees for
their great work!

In 2020, there was demand for raw materials and products for the pharmaceuti-
cal and cleaning industries in particular. With our “Helping Hands” initiative, we

»
provided assistance from the very beginning of the
pandemic. At many BASF sites, we produced hand
sanitizer and disinfectants and distributed these for
free to hospitals and other institutions. In addition, we
purchased and donated more than 100 million protec- With our “Helping Hands”
tive masks.
initiative, we provided
The coronavirus pandemic plunged the global assistance from the very
economy into a deep recession. In the first half of
­­
2020, production around the world plummeted in
beginning of the pandemic.
record time. The transportation, energy, consumer
­
goods, construction industries saw the steepest drops. BASF was especially
­affected by the downturn in the automotive sector. Our most important customer
industry was hit by collapsing demand, production stoppages and supply chain
disruptions.

For the full year 2020, we achieved sales of €59.1 billion and EBIT before special
The coronavirus pandemic was the defining event of the year 2020 and caused items of €3.6 billion. While we had communicated a significantly more positive
the sharpest decline in global GDP in the post-war period. The health, social and outlook when we published the BASF Report 2019 on February 28, 2020, we had
economic consequences were felt by people all over the world. For industry, and to withdraw this guidance on April 29, 2020. The indicators had shifted markedly.
therefore for BASF too, the restrictions associated with the pandemic posed an But at the time, it was impossible to reliably estimate the duration and further
enormous challenge. spread of the coronavirus pandemic or the future measures to contain it. On
­October 9, 2020, we gave a new outlook: Sales of €57 billion to €58 billion in 2020
We reacted quickly and decisively to the crisis. Our crisis teams coordinated as well as EBIT before special items of between €3.0 billion and €3.3 billion. Ulti-
the necessary measures at our sites and used the strengths of our Verbund. We mately, a strong fourth quarter enabled us to exceed these forecasts. Thanks to
were thus able to flexibly adapt our production to the needs of our customers, this year-end rally, our full-year sales almost matched the level of the previous year,
safeguard the health of our employees and ensure reliable deliveries. In this while EBIT before special items was 23% lower.
exceptional year, the BASF team demonstrated remarkable solidarity and­
­

BASF Report 2020 8

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Letter from the Chairman of the Board of Executive Directors

Special items in EBIT totaled –€3.8 billion, compared with –€442 million in the plants will produce engineering plastics and thermoplastic polyurethane to serve
previous year. The increase in special items was primarily attributable to the the growing demand in the markets of southern China and elsewhere in Asia.
­impairments we had to recognize in all segments in the third quarter as a result of

»
the effects of the coronavirus pandemic. Cash flows from operating activities The Asia Pacific region, especially China, is the key growth driver of global chem-
amounted to €5.4 billion, down 27.6% compared ical production. Over the next 10 years, more than two-thirds of global growth in
with the previous year. Free cash flow amounted to the chemical industry will take place in China. This trend became more pro-
€2.3 billion, after €3.7 billion in 2019. nounced in 2020 with China’s rapid economic recovery. With our new, fully inte-
The dividend proposal grated Verbund site, we want to further expand our leading position as a western
The development of the BASF share price reflected chemical company in the world’s most important chemical market.
reflects the high the overall macroeconomic development. A ­ fter sig-
importance we place in a nificant downturns caused by the pandemic in the We also made progress with the further development of our portfolio in 2020. At
first half of 2020, BASF’s share price recovered and the end of January, we completed the acquisition of Solvay’s integrated poly-
reliable dividend even in stabilized over the second half of the year. The clos- amide 6.6 business for €1.3 billion. This acquisition broadens our polyamide
difficult times. ing price of €64.72 was, however, still 3.9% below capabilities with innovative products and enhances our access to the most
the level at the end of the previous year. Assuming ­important precursor as well as to growth markets in Asia and North and South
that dividends were reinvested, BASF’s share performance rose by 2.3% in 2020. America. At the end of September, we closed the divestiture of our construction
chemicals business to an affiliate of the global private equity firm Lone Star. Given
The exceptionally strong adverse economic impacts of the coronavirus ­pandemic the challenging environment, this was an outstanding team accomplishment. The
also had a negative effect on the development of BASF Group’s free cash flow. purchase price on a cash and debt-free basis was €3.17 billion. We expect to
Nevertheless, we will propose to the Annual Shareholders’ Meeting a dividend of close the sale of BASF’s pigments business to the Japanese fine chemicals
€3.30 per share, a payment of €3.0 billion to shareholders for the 2020 business company DIC in the first half of 2021, subject to the pending approval of the U.S.
year. This reflects the high importance we place in a reliable dividend even in competition authorities.

»
­difficult times.
Despite the challenging global effects of the ­pandemic,
We continued to drive forward our Excellence Program. Overall, we are well on we cannot neglect fundamental long-term challenges
track to achieve the targeted €2 billion annual EBITDA contribution by the end of such as climate protection. For BASF, climate protec-
2021. We were not quite able to achieve an accelerated implementation of all tion is a key responsibility and a crucial component of
contributions – from increases in sales and from cost savings – in this difficult our strategy. We want to contribute to a world that
Despite the pandemic,
environment. But we reacted quickly here, and focused even more on efficiency offers a future with enhanced quality of life for every- we cannot neglect
improvements. one. We are therefore working closely with our cus-
tomers and partners to develop even better solutions.
challenges such as
The coronavirus pandemic-related restrictions also had a noticeable impact on With circular economy approaches, we want to further climate protection.
the preparations for our planned major investment in a new Verbund site in decouple economic growth from resource consump-
Guangdong in southern China. Nevertheless, we are still on schedule. Last year, tion and thus use limited r­ esources even more efficiently. In some ways, we have
we successfully started construction of the first plants. Starting in 2022, these been doing this for a long time: Our Verbund, for example, transforms b­ y-products

BASF Report 2020 9

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Letter from the Chairman of the Board of Executive Directors

and waste into new products and energy. In many areas of the chemical industry, this way, we combine sustainability and digitalization into a highly innovative
however, the use of ­resources can be further improved. ­offering for our customers.

With our Circular Economy Program, we have therefore set ourselves ambitious Innovations have made BASF the leading chemical company. I am convinced that

»
targets: BASF has committed to transforming 250,000 metric tons of recycled our that our innovative power will continue to be an important success factor for
and waste-based raw materials into new products each year as of 2025. And we profitable development in the future. Carbon manage-
want to increase our sales generated with solutions for the circular economy to ment and the circular economy are important growth
€17 billion by 2030 – this represents a doubling of the current figure. drivers across all industries. With tailor-made solutions,
we help our customers to further improve their sustain-
In parallel, we are working on our energy transformation towards carbon n
­ eutrality. ability profile and that of their products – all the way to
Carbon Management and
This will decisively influence our future profitability and competitiveness. The carbon neutrality. Innovations therefore fuel BASF’s the circular economy are
­European Union, with its Green Deal, has set the ambitious target of climate sustainable growth. And this depends on excellent
neutrality by 2050. With its strategy, BASF has taken a clear position. For us, R&D – which is ­exactly what we have at BASF.
important growth drivers
reducing CO2 emissions is immensely important. We have therefore committed to across all industries.
climate-neutral growth until 2030. This means that we will further reduce our The coronavirus vaccination campaigns worldwide
specific CO2 emissions per kilogram of product sold, by an average of one-third. make me optimistic about 2021, but there are still many uncertainties. It will
To reduce CO2 emissions even further, we need the right political framework on take time for the global e
­ conomy to return to pre-pandemic levels. And there is
the one hand and groundbreaking technologies on the other. These technologies no shortage of new challenges. We will ensure that our customers are always
are being developed in our comprehensive Carbon Management Program. the central focus of all our activities. Together with our customers, the BASF
team works passionately to create long-term, profitable growth. I appreciate
One important example is our steam crackers. They are currently powered by your support as we pursue this goal and thank you for your trust in BASF.
natural gas. In the future, we want to operate them with electricity from renewable
sources. For a world-scale cracker, this could mean an annual reduction of Yours,
1 million metric tons of CO2. However, to implement this we need very large vol-
umes of electricity from renewable energies – and at internationally competitive
prices. This, in turn, requires a long-term, integrated climate and industry policy Martin Brudermüller
with supportive framework conditions at the national and international levels.

To create transparency, by the end of 2021, we will be the first chemical c

­ ompany
worldwide to provide our customers with a product carbon footprint for all of our
45,000 sales products. With our proprietary digital solution, we will be able to
determine the overall CO2 values for our products. This product carbon footprint
will be reported as CO2 units per metric ton of sales product and include all
emissions until the product leaves the factory gate for delivery to the customer. In

BASF Report 2020 10

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
The Board of Executive Directors of BASF SE

The Board of
Executive
Directors of
BASF SE
As part of its long-term succession planning, the
Supervisory Board appointed Dr. Melanie Maas-­
Brunner as a member of the Board of E ­ xecutive
Directors on December  17, 2020. As of Feb­
ruary  1, 2021, the Board of Executive D ­ irectors
therefore temporarily comprises seven members
and, following a transition period, will again be
reduced to six members with the departure of
­
Wayne T. Smith as of May 31, 2021.
Dr. Martin Brudermüller, Dr. Hans-Ulrich Engel, Saori Dubourg
Chairman of the Board of Executive Directors Vice Chairman of the Board of Executive Directors

Michael Heinz Dr. Markus Kamieth Dr. Melanie Maas-Brunner Wayne T. Smith

BASF Report 2020 11

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
BASF on the Capital Market

BASF on the Capital BASF share performance the European EURO STOXX 50 index lost 3.2%. The global industry
index MSCI World Chemicals gained 14.8%.
Market ▪▪ BASF share price declines 3.9% in 2020
▪▪ Assuming that dividends were reinvested, BASF’s share The assets of an investor who invested €1,000 in BASF shares at
performance rose by 2.3% the end of 2010 and reinvested the dividends in additional BASF
In 2020, the stock markets were dominated by the spread shares would have increased to €1,614 by the end of 2020. This
of the coronavirus and the resulting social and economic The BASF share closed the 2020 stock market year at €64.72, a represents an annual yield of 4.9%.
­effects. decrease of 3.9% compared with the previous year’s closing price
(€67.35). After the significant downturn in share prices caused by
Despite the exceptionally high economic burden caused by the pandemic in the first half of 2020, BASF’s share price recovered
the coronavirus pandemic, a dividend of €3.30 per share is to and stabilized over the second half of the year but remained slightly
be proposed to the Annual Shareholders’ Meeting, as in the below the prior-year closing price.
previous year. Based on the year-end share price for 2020,
BASF shares continue to offer an attractive dividend yield of Assuming that dividends were reinvested, BASF’s share per­ for­
around 5.1%. mance rose by 2.3% in 2020. The DAX 30, the benchmark index of
the German stock market, rose by 3.5% over the same period, while
Long-term performance of BASF shares compared with indexes
Change in value of an investment in BASF shares in 2020
Average annual increase with dividends reinvested
With dividends reinvested; indexed

2015–2020 2.8%
120 120
5.0%

110 110 4.3%

10.3%

100 100 2010–2020 4.9%

7.1%
90 90
5.4%

9.0%
80 80
▪ BASF share ▪ DAX 30 ▪ EURO STOXX 50 ▪ MSCI World Chemicals

70 70
Weighting of BASF shares in important indexes as of December 31, 2020

60 60
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec DAX 30 5.5%

EURO STOXX 50 2.3%

BASF share 2.3% DAX 30 3.5% EURO STOXX 50 –3.2% MSCI World Chemicals 14.8%
MSCI World Chemicals 6.0%

BASF Report 2020 12

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
BASF on the Capital Market

Dividend per share Employees becoming shareholders

€ per share

3.20 3.30 3.30 In many countries, we offer share purchase programs that turn our
3.00 3.10
2.80 2.90 employees into BASF shareholders. In 2020, for example, around
2.60 2.70
2.50 27,600 employees (2019: around 25,400) purchased employee
2.20
1.95 1.95 shares worth €61.1 million (2019: €70.5 million).
1.70 For more information on employee share purchase programs, see page 144
1.50

BASF – a sustainable investment

▪▪ CDP again awards BASF Leadership status

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 ▪▪ BASF continues to be included in MSCI ESG Ratings with
score of AA

Proposed dividend of €3.30 per share investors from the rest of Europe hold a further 12% of capital. BASF has participated in the program established by the inter­na­
­Approximately 36% of the company’s share capital is held by private tional organization CDP (formerly the Carbon Disclosure Project) for
As in the previous year, a dividend of €3.30 per share is to be pro- investors, nearly all of whom reside in Germany. BASF is therefore reporting on data relevant to climate protection since 2004. CDP is
posed to the Annual Shareholders’ Meeting, a payment of €3.0 bil- one of the DAX 30 companies with the largest percentage of private an international organization representing around 515 investors with
lion to shareholders. Due to the exceptionally high economic burden shareholders. over $106 trillion in assets and more than 150 major organizations
caused by the corona­ virus pandemic, which also impacted the with $4 trillion in purchasing power. In 2020, BASF again scored an
BASF Group’s free cash flow, the proposed dividend per share will Shareholder structure A– on CDP’s Climate List, giving it Leadership s­ tatus. In the scoring
not be increased for the first time since the 2009 business year. By region, rounded framework used by CDP in 2020, BASF was ranked among the best
Rest of world 4% 25% of the participating chemical com­pa­nies. To achieve its climate
Based on the year-end share price for 2020, BASF shares offer a Not identified 9% target of CO2-neutral growth until 2030, BASF is continually optimiz-
20% United States/Canada
high dividend yield of around 5.1%. BASF is part of the DivDAX ing existing processes and is i­ncreasingly using energy from renew-
share index, which contains the 15 companies with the highest Rest of Europe 12% able sources. BASF is also developing completely new low-emission
dividend yield in the DAX 30. production processes. The company bundles this work in its ambi-
United Kingdom/Ireland 8%
tious carbon management.
Broad base of international shareholders
47% Germany
In the CDP assessment for sustainable water management, BASF
With over 700,000 shareholders, BASF is one of the largest publicly again achieved the top grade of A and thus Leadership status. The
owned companies with a high free float. An analysis of the share­ assessment takes into account how transparently companies report
holder structure carried out at the end of 2020 showed that, at on their water management activities and how they reduce risks
around 20% of share capital, the United States and Canada made such as water scarcity. CDP also evaluates the extent to which
up the largest regional group of institutional investors. Institutional product developments can contribute to sustainable water manage-
­investors from Germany accounted for around 11%. Shareholders ment for customers of the companies assessed. BASF continues to
from the United Kingdom and Ireland hold 8% of BASF shares, while

BASF Report 2020 13

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
BASF on the Capital Market

implement its sustainable water management target at all relevant Analysts’ recommendations Close dialog with the capital market
production sites (Verbund sites and sites in water stress areas).
Around 30 financial analysts regularly publish studies on BASF. The ▪▪ Virtual formats facilitate dialog during coronavirus
BASF participated in the CDP’s “Forest” assessment for the first latest analyst recommendations for our shares as well as the aver- ­pandemic
time in 2020 and was ranked A–. As a participant in various value age target share price ascribed to BASF by analysts can be found ▪▪ BASF issues first green bond
chains, BASF is committed to ending deforestation in these supply online at basf.com/analystestimates.
chains. One of BASF’s measures to protect the forests is its volun- Our corporate strategy aims to create long-term value. We support
tary com­mit­ment to source 100% of its palm oil and palm kernel oil this strategy through regular and open communication with all capital
from certified sustainable sources by 2020. We met this target in market participants. In light of the coronavirus pandemic, we mainly
2020. used virtual formats such as video or conference calls for dialog in
2020. We engage with institutional investors and rating agencies in
BASF continued to be included in the MSCI ESG Ratings in 2020
with the second-highest score of AA. The analysts highlighted Key BASF share data
BASF’s Verbund system as a key competitive advantage for
resource-­efficient processes. BASF’s emissions intensity for green- 2016 2017 2018 2019 2020

house gases and air pollutants – one of the lowest compared with Year-end price € 88.31 91.74 60.40 67.35 64.72
competitors in the chemical industry – was also assessed positively. Year high € 88.31 97.46 97.67 74.49 68.29
For more information on the key sustainability indexes, see basf.com/sustainabilityindexes
Year low € 56.70 79.64 58.40 56.20 39.04
For more information on energy and climate protection, see page 130 onward
For more information on air and soil, see page 137 Year average € 70.96 88.16 80.38 64.77 53.31

For more information on the procurement of certified palm oil and palm kernel oil,
see page 116 o­ nward
Daily trade in sharesa

million € 201.9 185.7 229.6 187.6 219.2

million shares 2.9 2.1 2.9 2.9 4.1

Further information on BASF share

Securities code numbers Number of shares December 31 million shares 918.5 918.5 918.5 918.5 918.5

Germany BASF11 Market capitalization December 31 billion € 81.1 84.3 55.5 61.9 59.4

United States (CUSIP number) 055262505

ISIN International Securities Identification Number DE000BASF111 Earnings per share € 4.42 6.62 5.12 9.17 –1.15

Adjusted earnings per share € 4.83 6.44 5.87 4.00 3.21

International ticker symbols
Dividend per share € 3.00 3.10 3.20 3.30 3.30
Deutsche Börse BAS
Dividend yield b
% 3.40 3.38 5.30 4.90 5.10
Pink Sheets / OTCQX BASFY (ADR)
Payout ratio % 68 47 63 36 .
Bloomberg (Xetra trading) BAS GY
Price-earnings ratio (P/E ratio) b
20.0 13.9 11.8 7.3 .
Reuters (Xetra trading) BASFn.DE
a Average, Xetra trading
b Based on year-end share price

BASF Report 2020 14

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
BASF on the Capital Market

numerous one-on-one meetings, as well as at roadshows and con-

ferences worldwide, and give private investors an insight into BASF
at informational events.

In 2020, we offered special events aimed at investors who base their

investment decisions on sustainability criteria. We outlined in par­
ticular our programs to reduce CO2 emissions and on the circular
economy. In addition, we issued our first green bond in 2020 and
took this opportunity to inform credit analysts and creditors about our
targets and measures for a more sustainable future. The bond has a
term of seven years, a volume of €1.0 billion and an annual coupon
of 0.25%; it serves to finance sustainable projects and the develop-
ment of sustainable products in the BASF Group.

Analysts and investors have confirmed the quality of our financial

market communications. The Investor Relations Society recognized
BASF with the Best Practice Award 2020 in the categories “Best
Communication of ESG” and “Most Effective Use of Digital Com­mu­
ni­ca­tions.” In the annual survey conducted by Britain’s IR Magazine,
we were named the best company for IR in the materials sector.
­Institutional Investor magazine also honored BASF with first place in
the categories “Best Investor Day” and “Best IR Program” in the
chemicals sector.
For more information about BASF stock, see basf.com/share
Register for the newsletter with current topics and dates at basf.com/share/newsletter
Contact the Investor Relations team by phone at +49 621 60-48230 or email ir@basf.com

BASF Report 2020 15

2
Chapter 2  pages 16–166

Overview  17 Responsible Conduct Along the Value Chain  110

Nonfinancial Statement Disclosures  18 Supplier Management  113
TCFD Recommendations Index  19 Raw Materials  116
Environmental Protection, Health and Safety  121
The BASF Group  20 Employees  144
How We Create Value  24
Forecast  152
Our Strategy  26 Economic Environment in 2021  152
Corporate Strategy  26 Outlook 2021  155
Customer Focus  27 Opportunities and Risks  158
Our Strategic Action Areas  28
Our Targets and Status of Target Achievement in 2020  32
Value-Based Management  33
Innovation  35
Integration of Sustainability  42

The BASF Group’s Business Year  50

Material Investments and Portfolio Measures  50
Economic Environment  52
Results of Operations  56
Net Assets  61

Manage-
Financial Position  63
Actual Development Compared With Outlook for 2020  67
Business Review by Segment  69 Circular economy

ment’s
The core elements of a circular economy include reusing

Chemicals  72
resources, avoiding waste and optimizing product features with Core elements of the circular
respect to the entire product life cycle. BASF’s Circular Economy economy at BASF
Program focuses on three action areas: increasing the use of
recycled and renewable feedstocks, innovative material cycles
Circular
and new business models for the circular economy, including feedstocks
digital and service-based models. New
material cycles
New

Materials  78
Core elements of the circular economy at BASF business models

We are driving forward the use of recycled raw materials with

projects such as ChemCyclingTM, in which we use the pyrolysis oil
extracted by our technology partners from mixed plastic waste or
used tires to produce new products. The project is currently in the
scale-up phase. We already have many years’ experience in the in-
The circular economy model has gained importance dustrial recycling of mobile emissions catalysts, where we recover

Industrial Solutions  83
in politics, industry and society in recent years. It precious metals and use them to produce new mobile and process
describes the transition from a linear “take-make- emissions catalysts. We are working on other innovative material
dispose” model to a system of closed loops. We cycles in over 20 initiatives. These include our chemical recycling
want to actively drive this transition forward and process for used polyurethane foam mattresses and the develop-
make our value chains, processes, products and ment of plastic additives to improve the quality of mechanically recy-
business models more circular. By 2030, we want to cled plastics. In addition to these projects, we established a Group-
double our sales of solutions for the circular wide co-funding program for circular economy projects. It supports

Surface Technologies  89
economy to €17 billion. Sales of circular solutions our employees in developing new business models for the circular approach. We support the responsible use of plastics and are a

­Report
include products based on renewable or recycled economy – from the initial idea to market launch. The program aims co-founder and active member of the Alliance to End Plastic Waste
raw materials, that close new material cycles or to create additional products and solutions that close loops, estab- (AEPW) to help effectively reduce plastic pollution around the world.
increase products’ resource efficiency or service lish new loops or extend the life of a product. For more information on the ChemCyclingTM project, see page 73
life. In addition, we aim to process 250,000 metric For more information on recycled raw materials, see page 119

tons of recycled and waste-based raw materials in Using plastics responsibly For more information on the Alliance to End Plastic Waste, see page 138
For more information on the circular economy at BASF, see basf.com/circular-economy
our production plants annually from 2025, replacing

Nutrition & Care 

fossil raw materials. Our circular feedstock target is part of our commitment to the Ellen

94
MacArthur Foundation’s New Plastics Economy initiative. This
explores the design, use and reuse of plastics in the transition
toward a circular economy. BASF has been a member of the non-
profit organization since 2017 and is working on various cooperative
projects together with other members. In 2020, we were in continual
contact with the Ellen MacArthur Foundation on topics such as our
target on the use of recycled raw materials or the mass balance

Agricultural Solutions  100 BASF Report 2020 30

Other  106
Non-Integral Oil and Gas Business  107 We are making our value chains, processes, products and business models more circular with
our circular economy program.
Regional Results  108
  For more information, see page 30
About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Overview

Overview Within the scope of the annual audit, KPMG checked pursuant to
section  317(2)  sentence  4 HGB that the NFS was presented in
section 317(2) sentence 6 HGB, the auditor checked that the disclo-
sures according to section 315d HGB were made.
­accordance with the statutory requirements. KPMG also conducted
The Management’s Report comprises the chapter of the a limited assurance of the NFS. An assurance statement of the Recommendations of the Task Force on Climate-related
same name on pages 16 to 166, as well as the disclosures ­limited assurance can be found online at basf.com/nfs-­audit-2020. Financial Disclosures
required by takeover law, the Compensation Report and the The assurance was conducted in accordance with ISAE  3000
Declaration of Corporate Governance, which are presented ­(Assurance Engagements other than Audits or Reviews of Historical BASF supports the recommendations of the Task Force on
in the Corporate Governance chapter. The Nonfinancial Financial Information) and ISAE 3410 (Assurance E
­ ngagements on ­Climate-related Financial Disclosures (TCFD). Disclosures recom-
State­ment (NFS) is integrated into the Management’s Report. Greenhouse Gas Statements), the relevant international assurance mended by the TCFD are presented in a number of places through-
standards for sustainability reporting. out this report. The table on page 19 shows the sections and sub-
Nonfinancial Statement (NFS) in accordance with sections sections in which the relevant information can be found. The table is
315b and 315c of the German Commercial Code (HGB) Compensation Report and disclosures in accordance with divided into four key areas in line with the TCFD recommendations:
section 315a HGB1 governance, strategy, risk management, and metrics and targets.
The NFS disclosures can be found in the relevant sections of the
Management’s Report and have been prepared in accordance with The Compensation Report including the description of the principles Further information
the appropriate frameworks: the Global Reporting Initiative of the compensation system in accordance with section  315a(2)
­Standards (“Comprehensive” application option) and the reporting HGB can be found in the Corporate Governance chapter from page The following symbols indicate further information:
requirements of the U.N. Global Compact. 183 onward, and the disclosures in accordance with section 315a(1)
HGB (takeover-related disclosures) from page 174 onward. They   You can find more information in this report.
The table on the following page shows the sections and subsections form part of the Management’s Report, which is audited as part of
in which the individual disclosures can be found. In addition to a the annual audit.  You can find more information online. The content of these
description of the business model, the NFS includes disclosures on links are voluntary disclosures that were not audited by the
the following matters, to the extent that they are required to under- Consolidated Declaration of Corporate Governance in auditor.
stand the development and performance of the business, the accordance with section 315d HGB in connection with
Group’s position and the impact of business development on the section 289f HGB1  The content of this section is not part of the statutory audit but
following matters: has undergone a separate audit with limited assurance by our
–– Environmental matters The Consolidated Declaration of Corporate Governance in accor- ­auditor.
–– Employee-related matters dance with section 315d HGB in connection with section 289f HGB
–– Social matters can be found in the Corporate Governance chapter from page 167  The content of this section is voluntary, unaudited information,
–– Respect for human rights onward and is a component of the Management’s Report. It com- which was critically read by the auditor.
–– Anti-corruption and bribery matters prises the Corporate Governance Report including the description
of the diversity concept for the composition of the Board of Execu-
tive Directors and the Supervisory Board (excluding the disclosures
required by takeover law in accordance with section 315a(1) HGB),
compliance reporting and the Declaration of Conformity pursuant to
section  161 of the German Stock Corporation Act. Pursuant to

1 In the version applicable to the Financial Statements and Management’s Report for the 2020 fiscal year pursuant to Article 83 of the Introductory Act on the German Commercial Code (EGHGB)

BASF Report 2020 17

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Overview

Nonfinancial Statement (NFS) disclosures in the relevant chapters of the integrated report

NFS disclosure Topics Concepts and results

Business model The BASF Group Pages 20–23
Environmental matters Process safety Page 32 (targets)
Pages 121 and 123–124 (targets, measures, results)
Biodiversity Page 142–143 (targets, measures, results)
Energy and climate protection Page 32 (targets)
Pages 121 and 130–136 (targets, measures, results)
Emergency response and corporate security Pages 121 and 125 (targets, measures, results)
Supplier management Page 32 (targets)
Page 113–115 (targets, measures, results)
Emissions to air Pages 121 and 137 (targets, measures, results)
Product stewardship Pages 121 and 126–128 (targets, measures, results)
Steering of product portfolio Page 32 (targets)
Page 45–46 (targets, measures, results)
Transportation and storage Pages 121 and 129 (targets, measures, results)
Management of waste and contaminated sites Pages 121 and 137–138 (targets, measures, results)
Water Page 32 (targets)
Pages 121 and 139–141 (targets, measures, results)

Employee-related matters Occupational safety Page 32 (targets)

Pages 121 and 122–123 (targets, measures, results)
Dialog with employee representatives Page 150 (targets, measures, results)
Inclusion of diversity Page 32 (targets)
Page 146–147 (targets, measures, results)
What we expect from our leaders Page 145–146 (targets, measures, results)
Health protection Pages 121 and 124 (targets, measures, results)
International labor and social standards Page 150–151 (targets, measures, results)
Learning and development Page 148 (targets, measures, results)
Supplier management Page 32 (targets)
Page 113–115 (targets, measures, results)
Employee engagement Page 32 (targets)
Page 145 (targets, measures, results)
Competition for talent Page 147–148 (targets, measures, results)
Compensation and benefits Page 149 (targets, measures, results)

Social matters Social commitment Page 47–49 (targets, measures, results)

Respect for human rights International labor and social standards Page 150–151 (targets, measures, results)
Supplier management Page 32 (targets)
Page 113–115 (targets, measures, results)
Responsibility for human rights Page 111–112 (targets, measures, results)

Anti-corruption and bribery matters Compliance Page 177–179 (targets, measures, results)
Supplier management Page 32 (targets)
Page 113–115 (targets, measures, results)

BASF Report 2020 18

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Overview

Recommendations of the Task Force on Climate-related Financial Disclosures in the relevant chapters of the integrated report

Topic Recommended disclosures Section/explanation Page

Governance Describe the board’s oversight of climate-related risks and opportunities. Corporate Governance Report – Direction and management by the Board of Executive Directors
a
Pages 168–169
Report of the Supervisory Board – Supervisory Board meetings Pages 204–205
Disclose the organization’s governance around
­climate-related risks and opportunities. Describe management’sb role in assessing and managing climate-related Integration of Sustainability – Our organizational and management structures Pages 42–43
risks and opportunities.

Strategy Describe the climate-related risks and opportunities the organization has Opportunities and Risks – Short-term opportunities and risks Pages 161–163
identified over the short, medium, and long term.c Opportunities and Risks – Long-term opportunities and risks Pages 164–166
Disclose the actual and potential impacts of
­climate-related risks and opportunities on the
­organization’s businesses, strategy, and financial Describe the impact of climate-related risks and opportunities on the Carbon management as a climate protection tool Pages 135–136
planning where such information is material. ­organization’s businesses, strategy, and financial planning. Integration of Sustainability – Steering of product portfolio based on sustainability performance Pages 45–46
Opportunities and Risks – Short-term opportunities and risks Pages 161–163
Opportunities and Risks – Long-term opportunities and risks Pages 164–166

Describe the resilience of the organization’s strategy, taking into In 2020, we enhanced and refined our long-term strategic scenarios and worked on their quantitative
­consideration different climate-related scenarios, including a 2°C or lower ­implementation in order to include these in our strategic steering going forward.
scenario.

Risk management Describe the organization’s processes for identifying and assessing Opportunities and Risks – Risk management process Pages 159–160
­climate-related risks.d
Disclose how the organization identifies, assesses,
and manages climate-related risks. Describe the organization’s processes for managing climate-related risks. Opportunities and Risks – Risk management process Pages 159–160
Opportunities and Risks – Long-term opportunities and risks Pages 164–166

Describe how processes for identifying, assessing, and managing Opportunities and Risks – Risk management process Pages 159–160
­climate-related risks are integrated into the organization’s overall risk
management.

Metrics and targets Disclose the metrics used by the organization to assess climate-related Energy and climate protection – Global goals and measures Pages 131–133
risks and opportunities in line with its strategy and risk management Water – Global goal and measures Pages 139–140
Disclose the metrics and targets used to assess ­process. Integration of Sustainability – Steering of product portfolio based on sustainability performance Pages 45–46
and manage relevant climate-related risks and
­opportunities where such information is material. Disclose Scope 1, Scope 2, and, if appropriate, Scope 3 greenhouse Energy and climate protection – Strategy Pages 130–131
gas (GHG) emissions, and the related risks. Energy and climate protection – Global goals and measures Pages 131–133

Describe the targets used by the organization to manage climate-related Energy and climate protection – Strategy Pages 130–131
risks and opportunities and performance against targets. Water – Strategy Page 139
Integration of Sustainability – Steering of product portfolio based on sustainability performance Pages 45–46

a Refers to the Supervisory Board

b Refers to the Board of Executive Directors and senior executives
c We report comprehensively on climate-related opportunities and risks in reporting to CDP on data relevant to climate protection.
d Climate-related risks are identified, assessed and managed as part of the general risk management process.

BASF Report 2020 19

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
The BASF Group

The BASF Group Structure of BASF

Percentage of total sales in 2020
7
– Petrochemicals 1
At BASF, we create chemistry for a sustainable future. We 1 Chemicals 14%
– Intermediates 6
combine economic success with environmental protection
– Performance Materials
and social responsibility. The approximately 110,000 employ- 2 Materials 18%
– Monomers
ees in the BASF Group work on contributing to the success of – Dispersions & Pigments
3 Industrial Solutions 13%
our customers in nearly all sectors and almost every country in – Performance Chemicals
– Catalysts 5
the world. Our portfolio is divided into the Chemicals, Materi- 4 Surface Technologies 28% 2
– Coatings
als, Industrial Solutions, Surface Technologies, Nutrition &
– Care Chemicals
Care and Agricultural Solutions segments. 5 Nutrition & Care 10%
– Nutrition & Health

6 Agricultural Solutions – Agricultural Solutions 13%

Organization of the BASF Group
7 Other 4%
We have 11 divisions grouped into six segments: 4 3

–– Chemicals: Petrochemicals, Intermediates

–– Materials: Performance Materials, Monomers
–– Industrial Solutions: Dispersions & Pigments,
Performance Chemicals Smart Verbund concept Broad portfolio
–– Surface Technologies: Catalysts, Coatings production, technology, market, digitalization 6 segments, 11 operating divisions, 75 strategic business
–– Nutrition & Care: Care Chemicals, Nutrition & Health units
–– Agricultural Solutions: Agricultural Solutions In around 90 countries
we contribute to our customers’ success Organizational development
We take a differentiated approach to steering our businesses for greater customer proximity, increased competitiveness
according to market-specific requirements and the competitive
­ and profitable growth
­environment. We provide a high level of transparency around the
results of our segments and show the importance of the Verbund
and value chains to our business success. BASF aims to differenti-
ate its businesses from their competitors and establish a high-­ vices and regions, and simplified procedures and processes. These The regional and country units represent BASF locally and support
performance organization to enable BASF to be successful in an organizational changes have created the conditions for greater the growth of business units with local proximity to customers. For
increasingly competitive market environment. customer proximity, increased competitiveness and profitable financial reporting purposes, we organize the regional divisions into
growth. four regions: Europe; North America; Asia Pacific; South America /
In line with BASF’s corporate strategy, the operating divisions, ser- Africa / Middle East.
vice units, the regions and a Corporate Center have formed the Our divisions bear operational responsibility here and are organized
cornerstones of the BASF organization since January 1, 2020. We according to sectors or products. They manage our 52 global and Together with the development units in our operating divisions, the
have streamlined our administration, sharpened the roles of ser- regional business units and develop strategies for the 75 strategic three global research divisions – Process Research & Chemical Engi-
business units.

BASF Report 2020 20

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
The BASF Group

neering, Advanced Materials & Systems Research and Bioscience To increase reporting transparency, the figures for investments
Research – safeguard our innovative capacity and competitiveness. ­accounted for using the equity method were restated in the first
quarter of 2020. Some investments are not an integral part of the
Five service units provide competitive services for the operating divi- BASF Group. These include, in particular, the shares in Wintershall
sions and sites: Global Engineering Services; Global Digital Services; Dea GmbH, Kassel/Hamburg, Germany, and Solenis UK Interna-
Global Procurement; European Site & Verbund Management; ­Global tional Ltd., London, United Kingdom. Since the first quarter of 2020,
Business Services (finance; human resources; environmental pro- these have been classified as purely financial investments and
tection, health and safety; intellectual property; communications; ­reported separately from the shareholdings that are integral to the
procurement, supply chain and inhouse consulting services). main business activities of the BASF Group. One material equity-­
accounted interest that has been classified as integral is BASF-YPC
Following the bundling of services and resources and the implemen- Company Ltd., Nanjing, China. Income from non-integral companies
tation of a wide-ranging digitalization strategy, the number of accounted for using the equity method is no longer presented in the
employees in the Global Business Services unit worldwide will
­ BASF Group’s EBIT and EBIT before special items, but under net
­decline by up to 2,000 (from 8,000 currently) by the end of 2022. income from shareholdings. Due to its increased significance, this
From 2023 onward, the division expects to achieve annual cost will be presented as a separate subtotal within income before
savings of over €200 million. ­income taxes and is no longer part of the financial result. Integral
and non-integral investments accounted for using the equity ­method
The Corporate Center units support the Board of Executive Direc- are also presented separately in the balance sheet. The statement of
tors in steering the company as a whole. These include central tasks income for 2019 has been restated accordingly.
from the following areas: strategy; finance; law, compliance and tax;
environmental protection, health and safety; human resources; On September 30, 2020, BASF completed the divestiture of its
communications; investor relations and internal audit. construction chemicals business to an affiliate of Lone Star, a global
private equity firm, as agreed in December 2019.1 The purchase
The ongoing Excellence Program is expected to contribute €2 billion price on a cash and debt-free basis was €3.17 billion. The Con-
to EBITDA annually from the end of 2021 onward compared with struction Chemicals division was previously reported under the
baseline 2018, including from the reduction of around 6,000 Surface Technologies segment. The divested construction chemi-
­positions worldwide until the end of 2021. This decrease results cals business had around 7,500 employees and operated produc-
from the organizational simplification and from efficiency gains in tion sites and sales offices in more than 60 countries. It generated
administration, the service units and the operating divisions. In sales of around €2.6 billion in 2019. The disposal gain and the
addition, central, functional and regional structures are being
­ income after taxes of the construction chemicals business until
­
streamlined in connection with portfolio changes. closing are presented in the income after taxes of BASF Group as a
For more information on the products and services offered by the segments, see from pages 72, 78, separate item (“Income after taxes from discontinued operations”).
83, 89, 94 and 100 onward
For more information on this divestiture, see the Notes to the Consolidated Financial Statements from
For more information on the segment structure, see the Notes to the Consolidated Financial page 237 onward
­Statements from page 241 onward
For more information on portfolio changes, see page 50 onward

1 The construction chemicals business was transferred in two steps, on September 30, 2020, and on November 30, 2020.

BASF Report 2020 21

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
The BASF Group

Sites and Verbund The Verbund system is one of BASF’s great strengths. We add value We also make use of the Verbund principle for more than produc-
by using our resources efficiently. The Production Verbund ­intelligently tion, applying it for technologies, the market and digitalization as
BASF has companies in around 90 countries. We operate six Ver- links production units and their energy supply so that, for example, well. Expert knowledge is pooled in our global research divisions.
bund sites and 241 additional production sites worldwide.  Our the waste heat of one plant provides energy to others. Furthermore, For more information on the Verbund concept, see basf.com/en/verbund
Verbund site in Ludwigshafen, Germany, is the world’s largest one facility’s by-products can serve as feedstocks elsewhere. This
chemical complex owned by a single company that was developed not only saves us raw materials and energy, it also avoids emissions,
as an integrated network.  This was where the Verbund principle lowers logistics costs and leverages synergies.
was originally established and continuously optimized. We then
­implemented it at additional sites. In 2020, we started construction
of the first plants at the planned integrated Verbund site in Zhanjiang,
China.

BASF sites

Antwerp
Florham Ludwigshafen
Park

Nanjing
Geismar
Hong Kong
Zhanjiang
Freeport

Kuantan

Regional centers
Selected sites
Verbund sites
Planned Verbund site São Paulo

Selected research and

development sites

BASF Report 2020 22

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
The BASF Group

BASF sales by region 2020 BASF sales by industry 2020   Corporate legal structure
Location of customer Direct customers

South America, Africa, Middle East 8% As the publicly traded parent company of the BASF Group,
39% Europe  > 20% Chemicals and plastics | Transportation BASF  SE takes a central position: Directly or indirectly, it holds
10%–20% Agriculture | Consumer goods the shares in the companies belonging to the BASF Group, and
is also one of the largest operating companies. The majority of
Asia Pacific 26% Construction | Electronics | Energy and resources |
€59,149 million < 10%
Health and nutrition Group companies cover a broad spectrum of our business. In the
BASF  Group Consolidated Financial Statements, 273 companies
27% North America
including BASF SE are fully consolidated. We consolidate nine joint
Business and competitive environment operations on a proportional basis, and account for 25 companies
using the equity method.
BASF’s global presence means that it operates in the context of For more information, see the Notes to the Consolidated Financial Statements from page 233 onward
Procurement and sales markets ­local, regional and global developments and a wide range of condi-
tions. These include:
▪▪ Around 90,000 customers; broad customer portfolio –– Global economic environment
▪▪ More than 70,000 suppliers –– Legal and political requirements (such as European Union regula-
tions)
BASF supplies products and services to around 90,000 customers1 –– International trade agreements
from various sectors in almost every country in the world. Our –– Industry standards
­customer portfolio ranges from major global customers and small –– Environmental agreements (such as the E.U. Emissions Trading
and ­medium-sized enterprises to end consumers. System)
–– Social aspects (such as the U.N. Universal Declaration of Human
We work with over 70,000 Tier 1 suppliers2 from different sectors Rights)
worldwide. They supply us with important raw materials, chemicals,
investment goods and consumables, and perform a range of ser-  BASF holds one of the top three market positions in around 70%
vices. Important raw materials (based on volume) include naphtha, of the business areas in which it is active.  Our most important
liquid gas, natural gas, benzene and caustic soda. global competitors include Arkema, Bayer, Clariant, Corteva,
For more information on customers, see page 27 onward; for more information on suppliers, see Covestro, Dow, Dupont, DSM, Evonik, Huntsman, Lanxess, SABIC,
page 113 onward
Sinopec, Solvay, Sumitomo Chemical, Syngenta, Wanhua and
many hundreds of local and regional competitors. We expect com-
petitors from Asia and the Middle East in particular to gain increasing
significance in the years ahead.

1 The number of customers refers to all external companies (sold-to parties) that had contracts with the BASF Group in the business year concerned under which sales were generated.
2 BASF considers all direct suppliers of the BASF Group in the business year concerned as Tier 1 suppliers. These are suppliers that provide us with raw materials, investment goods, consumables and services. Suppliers can be natural persons, companies or legal persons under public law.

BASF Report 2020 23

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
How We Create Value

How We Create Value

The overview provides examples of how we create value for our shareholders, our company, the environment and society. It is modeled on the framework of the International Integrated Reporting Council (IIRC). 1

INPUTS
We use a wide range of resources to implement our customer-focused strategy.

Financial Innovation Operations Environment Employees Partnerships

Our aim is to ensure solvency, We develop innovative Safety, quality, and reliability We use natural resources to Everything we do is based Trust-based relationships are
limit financial risks and optimize ­solutions for and with our are key to excellence in our manufacture products and on the expertise, knowledge, crucial to our license to operate
the cost of capital. ­customers to expand our production and plant ­solutions with high value added ­motivation and conduct of and our reputation
­leading position. ­operations. for our customers. our employees.

€80.3 billion ~10,000 €2.9 billion 1.2 MMT 110,302 >250

Total assets R&D employees Capex Renewable raw materials Employees around the world Cooperations with research
­purchased ­institutes

42.8% €2.1 billion 55.0 million MWh 1,728 million m³ €10.6 billion >70,000

Equity ratio R&D expenses Electricity and steam demand Total water usage Personnel expenses Tier 1 suppliers

BUSINESS MODEL

Our corporate purpose: Innovative products and solutions

We create chemistry for a sustainable future help to use resources more efficiently and overcome global challenges

Comprehensive product portfolio with high synergies

Strategy Segments from basic chemicals to high value-added specialty products

Innovation Chemicals Efficient production

thanks to integrated value chains and our Verbund system
Sustainability In focus: Materials
our customers Eleven divisions organized into six segments
Operations ~90,000 customers from Industrial Solutions
aligned with value chains, customer needs and market requirements
almost all sectors and
Digitalization countries Surface Technologies
Global, customer-focused presence
Portfolio Nutrition & Care with around 250 production sites worldwide, including six Verbund sites

People Agricultural Solutions Differentiated business strategies

from cost leadership to custom system solutions

Our core values: Effective corporate governance

creative, open, responsible, entrepreneurial ensures responsible conduct along the value chain

1 The content of the graphic on pages 24 and 25 been audited within the scope of the relevant sections of the Management’s Report in which they appear.
 OUTPUTS
We focus on material sustainability topics and evaluate the opportunities and risks of our actions.

Financial Innovation Operations Environment Employees Partnerships

€59.1 billion ~950 ~45,000 43.4% 24.3% 678

Sales New patents worldwide Sales products Share of our waste recycled Women in leadership Suppliers screened through
or thermally recovered ­positions Together for Sustainability

€3.6 billion €16.7 billion 6.2 MMT CO2 80.7% 82% 61

EBIT before special items Sales from Accelerator avoided by the Verbund and Cooling water recirculated Engagement index according Internal audits on our
­products combined heat and power to 2020 employee survey ­compliance standards
generation

OUTCOMES
We want to increase our positive contributions, reduce negative impacts and carefully assess conflicting goals^1

Economic Environmental Social

We make positive contributions by We make positive contributions by operating our plants We make positive contributions because we

+
­efficiently and creating products that
▪▪ Driving forward growth, progress and value creation ▪▪ Offer products that improve people’s quality of life
▪▪ Strengthening our customers’ competitiveness and innovative ▪▪ Help to use natural resources more efficiently ▪▪ Provide attractive jobs, train young people and promote
strength with products and technologies ▪▪ Enable climate-smart mobility lifelong learning, health and diversity
▪▪ Accelerating the digital transformation of the industry ▪▪ Improve the capabilities of renewable energy ▪▪ Pay taxes and competitive wages and salaries
▪▪ Offering our investors an attractive dividend yield ▪▪ Reduce emissions and resource consumption ▪▪ Help to solve challenges (for example, COVID-19)

Potential negative impacts Negative impacts Potential negative impacts

– ▪▪ Weaker contributions to growth and value creation due to

­reduced demand from our customer industries as a result of the
coronavirus pandemic
▪▪ A weaker share performance on the capital market
▪▪ The emission of CO2 and other gases that damage the climate
▪▪ The consumption of raw materials and the creation of
non-recyclable waste in our production
▪▪ The potential misuse of our products
▪▪ The risk of our suppliers violating labor, environmental and
­social standards in the production of raw materials
▪▪ Lower demand for employees in some areas as a result of
­digitalization and efficiency gains

We limit negative impacts through We limit negative impacts through We limit negative impacts through

▪▪ The disciplined implementation of our corporate strategy ▪▪ Our carbon management ▪▪ Our sustainability-oriented supply chain management
▪▪ Active portfolio management ▪▪ Our Circular Economy Program ▪▪ Projects to improve sustainability in the supply chain
▪▪ The acceleration of our Excellence Program ▪▪ Sustainable water and energy management ▪▪ Our compliance program and our Code of Conduct
▪▪ Systematic cost management ▪▪ Our Responsible Care management ▪▪ Our training programs for employees
▪▪ Reducing the cost of capital ▪▪ Product stewardship and training

IMPACT
We achieve long-term business success by creating value for our shareholders, our company, the environment and society (see page 43).
1 The outcomes category shows examples of positive contributions as well as negative impacts and the measures we take to mitigate them.

BASF Report 2020 25

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Corporate Strategy

Our Strategy Global trends provide opportunities for growth in the chemical industry
Corporate Strategy Population growth: Digitalization:

 At BASF, we are passionate about chemistry and our

customers. We want to be the world’s leading chemical
­
Driven by the emerging
markets +25% 2020 to 2050
Rapid growth in volume of
data 456 
zettabytes in 2030
­company for our customers, grow profitably and create value
for society. Thanks to our expertise, our innovative and
­entrepreneurial spirit, and the power of our Verbund integra-
China the largest market: Climate change:

~50% –70%
tion, we make a decisive contribution to changing the world
for the better. This is our goal. This is what drives us and what Share of global Required reduction of
we do best: We create chemistry for a sustainable future. chemical market global greenhouse gas
by 2030 emissions to achieve the by 2050
(baseline 1990)
The world is facing major challenges. Climate change is advancing, 2°C goal
the world’s population is growing and so is its need for food. More
and more people live in cities and the demand for individual mobility
Circular economy: Electromobility:

~200 ~25%
is rising. At the same time, natural resources are limited. More than
ever before, we need solutions that make sustainable growth Non-recycled plastic Growing demand for battery
­possible. Chemistry plays a key role here. It can help to overcome waste worldwide materials until 2030
global challenges in almost all areas of life. By combining our million metric tons per year per year
­expertise with our customers’ competence, we can together develop
sustainable and profitable solutions. Sources: U.N., IEA, Conversio, UBS Foresight, BASF

Our corporate purpose

We want to continue to grow profitably and make a positive contri- structure is the basis for efficient, safe and reliable production both
We create chemistry for a sustainable future bution to society and the environment. We see disruptive changes in now and in the future. We leverage digital technologies to continu-
the chemical industry – like the advance of digitalization, the devel- ously improve processes and customer relationships, for example.
opment of circular economy models or the transformation to cli- We create a working environment that best enables our employees
Our innovations, products and technologies help to use natural mate-neutral production – as an opportunity. We have set ourselves to contribute to BASF’s success.
resources more efficiently, produce enough food for everyone,
­ ambitious targets along the entire value chain (see page 32). Our For more information on our strategic action areas, see page 28 onward
reduce emissions, enable climate-smart mobility, improve the
­ customers and their needs are at the core of our strategy. We want For more information on our strategy, see basf.com/strategy

­capabilities of renewable energy, and make buildings more energy to maintain our leading position in an increasingly competitive
efficient, among other things. Our purpose reflects what we do and ­environment. To achieve this, we are accelerating our innovation
why we do it: We create chemistry for a sustainable future. processes and deepening cooperation with our customers. We are
systematically aligning our portfolio with growth areas and ­integrating
sustainability into our value chains even more strongly. Our Verbund

BASF Report 2020 26

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Customer focus

Customer focus application helps sales employees deliver even better customer
support and simplifies their work.
Our customers are our number one priority. BASF supplies products
and services to around 90,000 customers1 from various sectors in Above and beyond this, we want to intensify cooperation with our
almost every country in the world (see page 23). Our customer customers and leverage growth potential together with them. For
portfolio ranges from major global customers and small and instance, we have created interdisciplinary teams in our business
­medium-sized enterprises to end consumers. Our comprehensive units to even better and more quickly address the needs of our most
product portfolio means that we are active in many value chains and important customers. Cooperation and innovation are also the focus
value creation networks. We use various business strategies, which at our Creation Centers in Ludwigshafen, Germany; Mumbai, India;
we adapt to the needs of individual industries and markets. These Shanghai, China; and Yokohama, Japan. These creative centers
range from cost leadership in basic chemicals to tailored, bring together our comprehensive materials, design, and – in
­customer-specific system solutions. ­particular – our digital development expertise in high-performance
plastics using the latest visualization and collaboration technologies.
This enables us to transform our customers’ ideas into tailored
Innovations and tailored solutions products and applications even more quickly – everything in one Ultrasim®: Shorter development times
in close partnership with our customers place, from initial inspiration to solution.
thanks to virtual simulation
Customer awards Technical progress requires innovative materials. This is why
­engineering plastics are being used in more and more sectors
We want to be our customers’ most attractive partner for all We again received awards from a number of satisfied customers in and applications. They are often significantly lighter than
challenges that can be solved with chemistry. This is why we
­ 2020. In North America, for example, BASF was recognized by ­conventional materials, are usually easier to process and offer
­continue to drive forward our focus on customers and their needs. General Motors (GM) in June as a 2019 Supplier of the Year for the advantages such as heat and impact resistance or mechanical
We are refining our organizational structure so that our operating fifteenth time since 2002. The award is presented to suppliers who strength. As a leading manufacturer, BASF not only offers a
divisions can flexibly address specific market requirements and exceed GM’s expectations around quality, execution, innovation comprehensive portfolio of high-performance plastics, but also
differentiate themselves from the competition (see page 20). In
­ and total enterprise cost. GM also honored us with the Overdrive has extensive expertise in computer-aided engineering (CAE).
­addition, we are simplifying and digitalizing our processes to make Award for our sustainable construction solutions. BASF products Ultrasim, our virtual simulation tool, covers the entire process
the way we work more effective, more efficient and more agile. help GM to meet key sustainability targets – such as a smaller chain – from the selection of suitable materials and the develop-
­carbon footprint and water and energy savings – at two of its plants. ment of virtual prototypes to the optimal production process for
We are continuously increasing transparency for our customers the component. Our customers find out quickly, precisely and
and improving our customer service with a range of measures. For In Europe, the global surface treatments business in our Coatings reliably how our materials behave in specific applications. This
­instance, we have used the Net Promoter System® since 2019. We division, which operates under the Chemetall brand, received the reduces development times and saves costs for complex tests. 
are constantly improving our problem-solving skills, product quality Airbus Supply Chain & Quality Improvement award in February for For more information on Ultrasim, see basf.com/en/ultrasim
and delivery reliability based on customer feedback. In 2020, we the sixth time. It acknowledges Chemetall’s performance, strong
also started the global rollout of Salesforce, a new, integrated IT- continuous improvement and customer-oriented approach in line
based customer relationship management system. The user-friendly with Airbus’ targets and expectations.

1 The number of customers refers to all external companies (sold-to parties) that had contracts with the BASF Group in the business year concerned under which sales were generated.

BASF Report 2020 27

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Customer focus

In Asia Pacific, we received an award from Godrej Interio, India’s also meet industry and customer-specific quality requirements such taneously doubling sales product volumes. We want to achieve
leading home and commercial furniture brand, in the category “Best as IATF 16949 certification for the automotive industry. CO2-neutral growth until 2030 with our ambitious carbon manage-
Overall Performance” in July. BASF has supplied Godrej with ment (see page 135). In addition, we have set ourselves the target
­Elastoflex and Ultramid products since 2008. The award particularly  Our strategic action areas of significantly increasing sales of products that make a ­substantial
recognizes delivery reliability and innovation. In September, this was sustainability contribution in the value chain (Accelerator products)
followed by the CIIF New Materials Award, presented by the orga- Innovation is the bedrock of our success. BASF is an innovation to €22 billion by 2025 (see page 45). A particular focus is the circular
nizers of the China International Industry Fair in Shanghai. The award leader in the chemical industry, with around 10,000 employees in economy. For instance, we want to increase the use of recycled raw
recognizes BASF for its modification of the intermediate PolyTHF, research and development and R&D spending of around €2.1 billion materials in production, close materials cycles with ­innovations and
which is used to produce elastic spandex textile fibers. The next (see page 35). We continue to build on these strengths by bringing develop new, circular business models (see page 30).
generation offers our customers easier processing and products research and development closer together and making our custom-
with improved stretch characteristics. ers’ demands a greater part of our innovation process. We involve Our core business is the production and processing of chemicals.
them at an earlier stage and are expanding our partnerships with Our strength here lies – both now and in the future – in the Verbund
In Brazil, we received several awards in 2020. BASF’s Coatings customers and external partners. Our balanced innovation pipeline and its integrated value chains. The Verbund offers us many techno-
­division markets a broad portfolio of decorative paints here under lays the foundation for future growth: We are working intensively on logical, market, production-related and digital advantages. Our
the Suvinil brand. The national association of construction material pioneering product, process and business model innovations, for comprehensive product portfolio, which ranges from basic ­chemicals
traders (Associação Nacional dos Comerciantes de Material de example in chemical recycling, battery technologies, the low-carbon to custom system solutions, enables us to meet the increasingly
Construção) selected Suvinil as the most popular brand for wall, production of basic chemicals and the digitalization of agriculture. At ­diverse needs of our customers with a differentiated offering. This is
ceiling and exterior paints with the Anamaco award in the wholesale the same time, we are driving forward incremental product improve- complemented by our global presence and our many decades of
category. The award was based on a survey of more than ments in all business units that offer our customers sustainability experience, which have allowed us to develop an in-depth under-
1,600  traders conducted by the industry association. The market and/or cost advantages, such as in lightweight construction for the standing of the needs and landscape of local markets. At the same
research institute Instituto Melhores Empresas em Satisfação do automotive industry and energy-efficient building materials. time, value chains in integrated Verbund structures can be steered
Cliente (MESC) also confirmed that Suvinil customers are satisfied efficiently to conserve resources and optimize CO2. Thanks to our
customers. According to a poll of over 250 companies and A key driver here is sustainability. We want to create value for the Verbund structures, we were able to avoid 6.2 million metric tons of
41,000  customers conducted by the institute, Suvinil is one of environment, society and business with our products, solutions and CO2 globally in 2020 (see page 133). We want to invest around
the brands with the highest customer satisfaction ratings in the technologies. We pledged our commitment to sustainability in 1994 €22.9 billion worldwide between now and 2025 to expand capaci-
­construction and ­decorative materials segment. and since then, have systematically aligned our actions with the ties based on market demand and to increase the availability, effi-
principles of sustainability. We want to further cement our position ciency and flexibility of our plants. Our aim here is to be close to our
as a thought leader in sustainability, which is why we are increasing ­customers and to grow with them.
Quality management the relevance of sustainability in our steering processes and busi-
ness models (see page 42). This establishes us as a key partner Digitalization is an integral part of our business. We want to signifi-
Our customers’ satisfaction is the basis for our success, which is supporting our customers, opens up new growth areas and secures cantly improve the availability and quality of our process data. To
why quality management is of vital significance for BASF. We strive the long-term success of our company. Our approach covers the achieve this, we will digitalize processes at more than 420 plants
to continually improve processes and products. This is also reflected entire value chain – from responsible procurement (see page 113) worldwide by 2022. We will systematically analyze this data to
in our Global Quality Policy. The majority of our production sites and and safety and resource efficiency in production (see page 121) to ­further automate processes and in this way, increase efficiency, for
business units are certified according to ISO 90011. In addition, we sustainable solutions for our customers (see page 35). We have example with predictive maintenance. In addition, combining ­internal
­already almost halved our carbon emissions since 1990 while simul- and external data provides many new opportunities to manage our

BASF Report 2020 28

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Our strategic action areas

businesses more efficiently, improve processes and create value Our employees are key to BASF’s success. That is why we believe our customers, contributes to our reputation and to our company
added for our customers. We are already using artificial intelligence that it is important to have a working environment that fosters value. We regularly measure our brand and communication success.
to collate data from various sources, for example to accelerate inno- ­employees’ individual talents and enables them and their teams to This gives us relevant and meaningful insights into how the BASF
vation processes, optimize our supply chains and logistics concepts, perform at their best. We are pursuing three action areas to make brand is perceived among target groups. This enables us to further
and to simulate product applications for our customers. The combi- our high-performance organization even more so: empowerment, refine the brand profile and develop strategies and measures to
nation of products, services and digital offerings also gives rise to differentiation and simplification. We are giving our employees more continually improve our brand status.
new business models and advantages for our customers, such as in individual freedom. At the same time, we encourage and promote a
agriculture or 3D printing. We want to leverage this growth potential leadership culture that empowers our employees to respond to
and seize the opportunities offered by digitalization to the benefit of customer needs quickly and efficiently with a solution orientation.
our customers. To do so, we are making digital technologies and We are simplifying our processes and continually refining our organi-
practices an even more integral part of our processes, extensively zational structure. Significant parts of the functional services that
promoting digital skills among our employees, and cooperating with were previously performed centrally by a total of around 20,000
external partners on specific topics. employees have been integrated into our 11 operating divisions.
This and greater entrepreneurial freedom enable our business units
The acquisitions and divestitures made in the past few years have to take a differentiated, flexible approach to market requirements
oriented our portfolio toward innovation-driven growth areas. The with tailored business models. The aim is to increase both customer
acquisition of the integrated polyamide business from Solvay and satisfaction and the profitability of our business. We value diversity in
the purchase of various businesses from Bayer further strengthened people, opinions and experience as being crucial to creativity and
our position in engineering plastics and in the agricultural sector. We innovation. We embrace bold ideas, help our employees to
completed the divestiture of our construction chemicals business to ­implement them and learn from setbacks. This is why we foster a
Lone Star in 2020 as planned and aim to close the sale of our feedback culture based on honesty, respect and mutual trust.
­pigments business to DIC in the first half of 2021 (see page 50). The
Asian market will play a key role in our future growth. With a share of  The BASF brand
more than 40%, China is already the world’s largest chemical market
and drives the growth of global chemical production. We expect this We want BASF to be seen as a leading brand in the chemical
share to increase to around 50% by 2030. Our strong innovation, industry. Our corporate purpose – We create chemistry for a
­
production and sales base in China enables us to respond to the ­sustainable future – and our values (see page 31) together form the
needs of our customers in a differentiated way. To further strengthen basis of BASF’s brand value proposition. This is connectedness,
our position in this dynamic growth market, we plan to build an inte- which embodies one of BASF’s core strengths: our Verbund
grated Verbund site in Zhanjiang in the southern Chinese province of ­concept. The BASF Verbund is what makes innovative solutions for
Guangdong. Construction of the first plants started in 2020. We are a sustainable future possible. We want to communicate this world-
also systematically expanding our battery materials business to wide and make it tangible. The claim “We create chemistry,” as
serve the fast-growing e-mobility market. We steer our six segments stated in the BASF logo, helps us embed our solution-oriented
along the value chain. This creates a high level of transparency strategy and our expertise in the public perception. Wherever our
around our business activities. Our operating divisions drive forward stakeholders encounter our brand, we want to convince them that
our industry and customer orientation with differentiated strategies. BASF stands for innovation and sustainability. This builds trust with

BASF Report 2020 29

 Circular economy 
The core elements of a circular economy include reusing
resources, avoiding waste and optimizing product features Core elements of the circular
with respect to the entire product life cycle. BASF’s Circular ­economy at BASF

­Economy Program focuses on three action areas: increasing
the use of recycled and renewable feedstocks, innovative
New
material cycles and new business models for the circular feedstocks
economy, including digital and service-based models. New
material cycles
New
Core elements of the circular economy at BASF business models

We are driving forward the use of recycled raw materials with

­projects such as ChemCyclingTM, in which we use the pyrolysis oil
extracted by our technology partners from mixed plastic waste or
used tires to produce new products. The project is currently in the
scale-up phase. We already have many years’ experience in the
The circular economy model has gained importance ­industrial recycling of mobile emissions catalysts, where we recover
in politics, industry and society in recent years. It precious metals and use them to produce new mobile and process
describes the transition from a linear “take-make- emissions catalysts. We are working on other innovative material
dispose” model to a system of closed loops. We cycles in over 20 initiatives. These include our chemical recycling
want to actively drive this transition forward and process for used polyurethane foam m ­ attresses and the develop-
make our value chains, processes, products and ment of plastic additives to improve the quality of mechanically recy-
business models more circular. By 2030, we want cled plastics. In addition to these projects, we established a Group-
to double our sales of solutions for the circular wide co-funding program for circular economy projects. It supports
­economy to €17 billion. Sales of circular solutions our employees in developing new business models for the circular approach. We support the responsible use of plastics and are a
include products based on renewable or recycled economy – from the initial idea to market launch. The program aims co-founder and active member of the Alliance to End Plastic Waste
raw materials, that close new material cycles or to create additional products and solutions that close loops, estab- (AEPW) to help effectively reduce plastic pollution around the world.
­increase products’ resource efficiency or service lish new loops or extend the life of a product. For more information on the ChemCyclingTM project, see page 73
life. In addition, we aim to process 250,000 metric For more information on recycled feedstocks, see page 118

tons of recycled and waste-based raw materials in Using plastics responsibly For more information on the Alliance to End Plastic Waste, see page 138
For more information on the circular economy at BASF, see basf.com/circular-economy
our production plants annually from 2025, replacing
fossil raw materials. Our circular feedstock target is part of our commitment to the Ellen
MacArthur Foundation’s New Plastics Economy initiative. This
­explores the design, use and reuse of plastics in the transition
­toward a circular economy. BASF has been a member of the non-
profit organization since 2017 and is working on various cooperative
projects together with other members. In 2020, we were in c­ ontinual
contact with the Ellen MacArthur Foundation on topics such as our
target on the use of recycled raw materials or the mass balance

BASF Report 2020 30

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Our values and global standards

 Our values and global standards  –– The core labor standards of the ILO and the Tripartite Declaration Our targets
of Principles Concerning Multinational Enterprises and Social
How we act is critical to the successful implementation of our strat- Policy (MNE Declaration) Business success tomorrow means creating value for the environ-
egy and how our stakeholders perceive us. This is what our four –– The OECD Guidelines for Multinational Enterprises ment, society and business. That is why we have set ourselves
core values represent: creative, open, responsible, entrepreneurial. –– The Responsible Care® Global Charter ambitious global targets along our entire value chain and the three
They guide our actions and define how we want to work together – –– The German Corporate Governance Code dimensions of sustainability. We report transparently on our target
as a team, with our customers and our partners. achievement so that our customers, investors, employees and other
We stipulate rules for our employees with standards that apply stakeholders can track our progress.

Our values and standards throughout the Group. We set ourselves ambitious goals with volun-
We want to grow faster than the market, further increase our profit-
tary commitments and monitor our performance in terms of environ-
are binding for all employees and provide the framework mental protection, health and safety using our Responsible Care ability, achieve a return on capital employed (ROCE) considerably
for our actions above the cost of capital percentage and increase the dividend per
Management System. We mainly approach our adherence to
­international labor and social standards using three elements: the share every year based on a strong free cash flow. In addition to
Compliance Program including our Code of Conduct and ­compliance these financial targets, we pursue broad sustainability targets. For
Creative: We make great products and solutions for our customers. hotlines, close dialog with our stakeholders, and the global manage- example, we have resolved to limit total greenhouse gas emissions
This is why we embrace bold ideas and give them space to grow. ment process to respect international labor norms. Our business from our production sites and our energy purchases to the 2018
We act with optimism and inspire one another. partners are expected to comply with prevailing laws and regulations level while growing production volumes. We want to strengthen the
and to align their actions with internationally recognized principles. sustainability focus of our product portfolio and significantly increase
Open: We value diversity, in people, opinions and experience. This We have established appropriate monitoring systems to ensure this. sales of Accelerator products. We also strive to strengthen sustain-
is why we foster feedback based on honesty, respect and mutual For more information on responsible conduct along the value chain, see page 110 onward ability in our supply chains and use natural resources responsibly.
trust. We learn from setbacks. For more information on corporate governance and compliance, see page 167 onward We want to further improve safety in production. In addition, we aim
to promote diversity within the company and create a working
Responsible: We value the health and safety of people above all ­environment in which our employees feel that they can thrive and
else. We make sustainability part of every decision. We are commit- perform at their best.
ted to strict compliance and environmental standards.
The objective of these targets is to steer our business into a sustain-
Entrepreneurial: We focus on our customers, as individuals and as able future, and at the same time, contribute to the implementation
a company. We seize opportunities and think ahead. We take of the United Nations’ Sustainable Development Goals (SDGs) (see
­ownership and embrace personal accountability. page 42). We are focusing on issues where we as a company can
make a significant contribution, such as climate protection, sustain-
Our standards fulfill and in some cases, exceed existing laws and able consumption and production, and fighting hunger.
regulations and take internationally recognized principles into
­account. We respect and promote:
–– The 10 principles of the U.N. Global Compact
–– The Universal Declaration of Human Rights and the two
U.N. Human Rights Covenants

BASF Report 2020 31

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Status of Target Achievement in 2020

Status of Target Achievement in 2020

Responsible procurement Target 2020 status SDG

Profitable growth Target 2020 status SDG1
Cover 90% of our relevant spend with sustainability
Achieve a return on capital employed (ROCE) ­evaluations by 2025 90% 80%
­considerably above the cost of capital percentage
every year >9% 1.7% Have 80% of our suppliers improve their sustainability
performance upon re-evaluation
For more information, see page 56 80% 68%
For more information, see page 113
Grow sales volumes faster than global chemical
­production every year
> –0.4% –0.5% Resource efficiency and safe production Target 2020 status SDG
For more information, see page 56 Reduce worldwide process safety incidents
per 200,000 working hours to ≤0.1 by 2025
≤0.1 0.3
Increase EBITDA before special items by 3%–5%
per year For more information, see page 123
3%–5% –10.7%
For more information, see page 58 onward Reduce the worldwide lost-time injury rate
per 200,000 working hours to ≤0.1 by 2025
≤0.1 0.3
Increase the dividend per share every year based on
For more information, see page 123
a strong free cash flow
>€3.30 €3.302
For more information, see page 13 Introduce sustainable water management at our
­production sites in water stress areas and at our
­Verbund sites by 2030 100% 46.2%
Effective climate protection Target 2020 status SDG
For more information, see page 139
Grow CO2-neutrally until 2030
(Development of carbon emissions compared with baseline 2018)
≤21.9 20.8
Employee engagement and diversity Target 2020 status SDG
MMT MMT
For more information, see page 130 onward Increase the proportion of women in leadership positions
with disciplinary responsibility to 30% by 2030
30% 24.3%
Sustainable product portfolio Target 2020 status SDG For more information, see page 146 onward
Achieve €22 billion in Accelerator sales by 2025
€22.0 €16.7 More than 80% of our employees feel that at BASF,
they can thrive and perform at their best
billion billion >80% 82%
For more information, see page 45 onward For more information, see page 145

Most important key performance indicators

1 For more information on the Sustainable Development Goals (SDGs), see page 42 and sustainabledevelopment.un.org
2 Dividend proposed by the Board of Executive Directors

BASF Report 2020 32

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Value-Based Management

Value-Based Management Calculating ROCE and cost of capital from the generation of energy for third parties are not considered
here. Relevant emissions include other greenhouse gases according
A company can only create value in the long term if it gener- ROCE is calculated as the EBIT of the segments as a percentage of to the Greenhouse Gas Protocol, which are converted into CO2
ates earnings that exceed the cost of the capital employed. the average cost of capital basis at each month-end. equivalents. We aim to grow CO2-neutrally until 2030 compared
This is why we encourage and support all employees in with baseline 2018.
thinking and acting entrepreneurially in line with our value-­ To calculate the EBIT of the segments, we take the BASF Group’s For more information on CO2-neutral growth, see page 130 onward
based management concept. Our key financial management EBIT and deduct the EBIT of activities recognized under Other,
indicator is the return on capital employed (ROCE). Based on which are not allocated to the divisions. Calculation of Accelerator sales1
our corporate strategy and the global targets ­derived from
this, we have used CO2-neutral growth and Accelerator sales The cost of capital basis consists of the operating assets of the Accelerator sales refer to sales generated by the BASF Group from
as additional key performance indicators since January 1, segments and is calculated using the month-end figures. Operating products in our strategic portfolio to third parties in the business
2020. These are the BASF Group’s most important nonfinan- assets comprise the current and noncurrent asset items of the year concerned. As part of our corporate strategy, we set ourselves
cial key performance indicators. segments. These include tangible and intangible fixed assets, inte- the global target of achieving €22 billion in Accelerator sales by
gral investments accounted for using the equity method, inventories, 2025.
The BASF Group’s steering concept trade accounts receivable, other receivables and other assets For more information on sustainability-oriented portfolio management, see page 45 onward
­generated by core business activities and, where appropriate, the
We follow a value-oriented steering concept with our financial t­ argets. assets of disposal groups. The cost of capital basis also includes Value-based management throughout the company
We use the return on capital employed (ROCE) for operational customer and supplier financing.
­steering as a key target and management indicator for the BASF An important part of our value management is the target agreement
Group, its operating divisions and business units. As stated in our The cost of capital percentage, which we have integrated into our process, which aligns individual employee targets with BASF’s
strategic goals, we aim to achieve a ROCE considerably above the ROCE target as a comparative figure, is determined using the ­targets. As of 2019, the most important financial performance indi-
cost of capital percentage every year. With ROCE, the same logic weighted cost of capital from equity and borrowing costs (weighted cator in the operating units is ROCE. The other units’ contribution to
and data is used for internal management, external communication average cost of capital, WACC). To calculate a pre-tax figure similar value is also assessed according to effectiveness and efficiency on
with the capital markets and variable compensation. This improves to EBIT, it is adjusted using the projected tax rate for the BASF Group the basis of quality and cost targets. To assess this, we use metrics
the consistency of the indicators used for BASF’s value-based for the business year. In addition, the projected net expense of Other such as BASF’s internal service score in the service and research
­management with variable compensation and pension systems, and is already provided for by an adjustment to the cost of capital units.
our shareholders’ objectives. ­percentage. The cost of equity is ascertained using the capital asset
pricing model. Borrowing costs are determined based on the We use ROCE as the BASF Group’s most important financial key
As part of our corporate strategy and the global targets derived from ­financing costs of the BASF Group. The cost of capital percentage performance indicator for measuring economic success as well as
this, we have also used CO2-neutral growth and Accelerator sales as for 2021 is 9% (2020: 9%). for steering the BASF Group and its operating units. EBIT before
the most important nonfinancial key performance indicators since special items and capex (capital expenditure) are key performance
the 2020 business year. Two targets are based on these indicators: Calculation of the indicator “CO2-neutral growth until 2030” indicators for BASF that have a direct impact on ROCE and as such,
sustainability-oriented portfolio management with our Sustainable support its management.
Solution Steering method and CO2-neutral growth. We calculate the indicator CO2-neutral growth on the basis of CO2 –– EBIT before special items is used to steer profitability at Group
emissions, which are the sum of direct emissions from production and segment level. This is calculated by adjusting the EBIT
processes and the generation of steam and electricity, as well as reported in the Consolidated Financial Statements for special
­
indirect emissions from the purchase of energy. Direct emissions items, making it especially suitable for assessing economic
1 The definition and further information can be found in the Sustainable Solution Steering manual at basf.com/en/sustainable-solution-steering

BASF Report 2020 33

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Value-Based Management

­ evelopment over time. Special items arise from the integration

d
of acquired businesses, restructuring measures, certain impair-
ments, gains or losses resulting from divestitures and sales of
shareholdings, and other expenses and income that arise outside
of ordinary business activities.
–– Capital expenditures (capex) comprise additions to property,
plant and equipment excluding additions from acquisitions, IT
­investments, restoration obligations and right-of-use assets aris-
ing from leases. It is used to manage capital employed in the
BASF Group. Capex is not just relevant to ROCE management,
but also supports our long-term goal of increasing our dividend
each year based on a strong free cash flow.

Furthermore, we comment on and forecast sales at Group and

segment level in our financial reporting as a significant driver for EBIT
before special items and thus ROCE.
For more information on the development of these indicators, see Results of Operations from
page 56 onward

BASF Report 2020 34

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Innovation

Innovation improved products – especially with Accelerator products, which Global network
make a substantial sustainability contribution in the value chain.
Supplying a fast-growing global population with food, energy ▪▪ Close cooperation with universities, research institutes
and clean water, making the best use of limited natural Employees in research and development worldwide and companies
­resources and protecting our climate are among the greatest ▪▪ Academic Research Alliances bundle partnerships by

~10,000
challenges of our time. Innovations based on chemistry play ­topic and region
a pivotal role in overcoming these. New, resource-efficient
solutions and business models are needed to decouple Our global network of outstanding universities, research institutes
growth from the consumption of finite resources. Together and companies forms an important part of our Know-How Verbund.
with our customers from almost all sectors, we are working It gives us direct access to external scientific expertise, talented
on innovative processes, technologies and products for a minds from various disciplines as well as new technologies, and
sustainable future. This is how we ensure our long-term helps us to quickly develop targeted, marketable innovations,
­business success and that of our customers.
Global network: eight Academic Research Alliances
Innovation has always been the key to BASF’s success, especially in CARA UC Irvine J ONAS N
 AO
California Research Irvine, California Joint Research Network on Network for Asian Open Research
a challenging market environment. The knowledge and skills of our
Alliance ­Advanced Materials and Systems
highly qualified employees is our most valuable resource here and UC Davis UC Riverside I.S.I.S – University of Strasbourg Changchun Institute of Applied Chemistry Fudan University
the source of our innovative strength. We had approximately 10,000 Davis, California Riverside, California Strasbourg, France Changchun, China Shanghai, China
UC Berkeley UC San Diego University of Freiburg Tsinghua University Tokyo Institute of
employees involved in research and development worldwide in Berkeley, California San Diego, California Freiburg, Germany Beijing, China Technology
Tokyo, Japan
2020.
Stanford University ETH Zürich Beijing Institute of Technology Kyoto University
Stanford, California Zurich, Switzerland Beijing, China Kyoto, Japan
UC Santa Barbara Dalian Institute of Chemical Physics Seoul National University
Our three global research divisions are run from our key regions – Santa Barbara, California
 ORA
N Dalian, China Seoul, South Korea
Northeast Research Alliance
Europe, Asia Pacific and North America: Process Research &
Caltech Harvard University Sichuan University National Chemical
Chemical Engineering (Ludwigshafen, Germany); Advanced Materi- Pasadena, California Cambridge, Massachusetts Chengdu, China Laboratory
Pune, India
als & Systems Research (Shanghai, China); and Bioscience
UCLA Massachusetts Institute of Zhejiang University Indian Institute of
Research (Research Triangle Park, North Carolina). Together with Los Angeles, California Technology Hangzhou, China Technology Bombay
Cambridge, Massachusetts Mumbai, India
the development units in our operating divisions, they form the core USC University of Massachusetts
of our global Know-How Verbund. BASF New Business GmbH and Los Angeles, California Amherst, Massachusetts

BASF Venture Capital GmbH supplement this network with the task
of developing new technologies, attractive markets and new busi-
ness models for BASF.

In 2020, we generated sales of around €10  billion with products

launched on the market in the past five years that stemmed from C
 aRLa  ELLA
B B asCat iL
Catalysis Research Laboratory Battery and Electrochemistry Laboratory UniCat BASF Joint Lab Innovation Lab
research and development activities.  In the long term, we aim to
Heidelberg University Karlsruhe Institute of Technology (KIT) Technical University of Berlin Karlsruhe Institute of Technology (KIT)
continue significantly increasing sales and earnings with new and Heidelberg, Germany Karlsruhe, Germany Berlin, Germany Karlsruhe, Germany
Heidelberg University
Heidelberg, Germany

BASF Report 2020 35

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Innovation

strengthen our portfolio with creative new projects, and in this way, In cooperation with ETH Zürich, we have developed an analysis tool Strategic focus
reach our growth targets. that can be used to evaluate biodegradable polymers with respect
to both their technical properties and stakeholder acceptance at an ▪▪ Close cooperation between research and business units
Our eight academic research alliances bundle partnerships with early stage of our innovation process. The aim is to concentrate on ▪▪ Strong customer focus
several research groups in a region or with a specific research focus. the development of such sustainable, biodegradable polymers. ▪▪ Further development of our innovation strategies

At the Network for Asian Open Research (NAO) in the Asia Pacific Research and development expenses amounted to €2,086 million
Eight Academic region, research focuses on polymer and colloid chemistry, ­catalysis, in 2020 (2019: €2,158 million). The operating divisions accounted
Research Alliances machine learning and smart manufacturing. for 82% of total research and development expenses in 2020. The
remaining 18% related to cross-divisional corporate research
to bundle cooperation We are working on innovative components and materials for electro- focusing on long-term topics of strategic importance to the
­
chemical energy storage with the Karlsruhe Institute of Technology BASF Group.
(KIT) at the Battery and Electrochemistry Laboratory (BELLA). At the
The Northeast Research Alliance (NORA) and the California joint Catalysis Research Laboratory (CaRLa), BASF is researching As part of our corporate strategy, we combined research and
­Research Alliance (CARA) are located in the United States. NORA homogeneous catalysis in cooperation with the University of Heidel- ­development at an organizational level, making it better aligned with
focuses on materials science and biosciences, catalysis research, berg. Researchers there have discovered a new approach to using the needs of our customers. Our aim is to continue to shorten the
digitalization and cooperation with startups. The computer models CO2 as a chemical feedstock. They identified the catalysts and time to market and accelerate the company’s organic growth. A
developed together with our partners suggest new synthesis path- ­process conditions to produce sodium acrylate from ethylene and strong customer focus, digitalization, creativity, efficiency and
ways for molecules and enable us to better predict molecular CO2, a crucial step toward scaling the process for industrial use. ­collaboration with external partners are among the most important
proper­ ties, for example for selecting test substances for crop BasCat is a joint laboratory operated by the UniCat cluster of success factors here. In order to bring promising ideas to market as
­protection products. Big data from BASF and novel algorithms were ­excellence and BASF at the Technical University of Berlin, where quickly as possible, we regularly assess our research projects using
used to optimize these models. Teams at the interdisciplinary CARA new heterogenous catalysis concepts are being explored together a multistep process and prioritize our focus areas accordingly.
research center are working on new functional materials, with the Fritz Haber Institute of the Max Planck Society. The iL
­formulations, digital methods, catalysis, chemical synthesis, and in (Innovation Lab) in Heidelberg, Germany, focuses on functional
­
­engineering sciences and biosciences. As part of this cooperative printing, printed sensors and IoT (internet of things) applications.
Our success factors
venture, BASF researchers and partners are investigating catalyst
Customer focus, digitalization, creativity, efficiency and
nanoparticles made of palladium and platinum, among other things. Our eight Academic Research Alliances are complemented by
collaboration with external partners
With the help of computer-based calculations, the team developed ­cooperations  with around 250 universities and research institutes 
a completely new understanding of how catalysts work, enabling us as well as collaborations with a large number of companies.
to produce new, more powerful catalysts. For more information on our collaboration initiatives, see basf.com/innovate-with-us Our cross-divisional corporate research remains closely aligned with
the requirements of our operating divisions and allows space to
The Joint Research Network on Advanced Materials and Systems ­review creative research approaches quickly and in an agile way. We
(JONAS) research center is active in Europe. Research here concen- strengthen existing and continually develop new, key technologies
trates on supramolecular chemistry, polymer chemistry and the that are of central significance for our operating divisions, such as
­incubation of sustainable technologies. Biopolymer synthesis and polymer technologies, catalyst processes or biotechnological
research into the full biodegradability of biopolymers in various bio- ­methods.
spheres have been a focus area of BASF’s research for many years.

BASF Report 2020 36

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Innovation

We are fine-tuning our innovation strategies in all of our business The number and quality of our patents also attest to our power of Research focus areas – examples
areas to ensure a balanced portfolio of incremental and disruptive innovation and long-term competitiveness. In 2020, we filed around
innovation, as well as of process, product and business models. 950 new patents worldwide. The Patent Asset Index, a method that ▪▪ Innovative recycling method for lithium-ion batteries
compares patent portfolios, once again ranked us among the ▪▪ Sustainable fungal disease control
We have also identified additional, far-sighted topics that go above ­leading companies in the chemical industry in 2020. ▪▪ Solvent-free polyurethane system for synthetic leather
and beyond the current focus areas of our divisions. The aim is to For a multiyear overview of research and development expenditures, see the
Ten-Year Summary on page 314
use these to leverage new business opportunities within the next Our focus areas in research are derived from the three major areas
few years. In addition, we are working on overarching projects with in which chemistry-based innovations will play a key role in the
a high technological, social or regulatory relevance. For instance, ­future:
one global research and development program, the Carbon –– Resources, environment and climate
Manage­ment R&D Program, is focusing on the underlying energy­- –– Food and nutrition
intensive production processes for basic chemicals. These basic –– Quality of life
chemicals account for around 70% of the CO2 emissions produced
by the European chemical industry.1 The program covers topics Recycling lithium-ion batteries
such as the development of new catalysts for dry reforming m ­ ethane –– Recovery of high-purity lithium
with CO2 to produce syngas, and using methane pyrolysis to –– High yields
­produce hydrogen from natural gas or biogas.

Our global research and development presence is vital to our

­success. In Asia in particular, we want to continue advancing our Employees from the Process Research & Chemical Engineering
research and development activities with a focus on growth in ­research division in Ludwigshafen, Germany, are developing a new
­regional markets. A stronger presence outside Europe creates new chemical process to recycle lithium-ion batteries. It enables the
opportunities for developing and expanding customer relationships ­lithium contained in the battery to be recovered in high purity and
and scientific collaborations as well as for gaining access to with high yields. The batteries are first disassembled and shredded,
­talented employees. This strengthens our Research and Develop- which creates a substance known as “black mass.” This contains
ment ­Verbund and makes BASF an even more attractive partner valuable resources such as lithium, cobalt and nickel. In BASF’s new
and employer. The Ludwigshafen site in Germany is and will remain process, lithium is extracted directly from the black mass as lithium
the largest in our Research Verbund. This was once again under- hydroxide, not initially as lithium carbonate like in other processes.
lined with the investment in a combined laboratory building for After purification to battery quality, with foreign ions removed to
cleanroom and elemental analysis. The new building is scheduled to trace level, the lithium hydroxide can be used directly to produce
open in 2022 and will enable us to continue to drive forward A
­ nalytics cathode active materials. The process avoids waste and has lower
4.0 with innovative digitalization and automation solutions. CO2 emissions and energy costs than existing methods. The team
successfully completed the first pilot tests in 2020 and are currently
designing a pilot plant.

1 Sources: JRC (Energy efficiency and GHG emissions: Prospective scenarios for the Chemical and Petrochemical Industry 2017, Boulamanti A., Moya J.A.); DECHEMA Technology Study (Low carbon energy and feedstock for the European chemical Industry, 2017)

BASF Report 2020 37

 BASF supports search for
­active ingredients to combat
the SARS-CoV-2 coronavirus
Revysol® Haptex®
–– Fungicide protects key crops against –– Solvent-free polyurethane solution for
fungal diseases synthetic leather
–– Higher yield –– Simplified production process

Triazole fungicides are crucial to fungal disease control in key crops Haptex®, a solvent-free polyurethane system for synthetic leather,
such as wheat, corn (maize) and rice. Developing a new, sustainable was developed by a team from the Advanced Materials & Systems
active ingredient in this class of fungicides requires new approaches Research research division and the Performance Materials division.
to research and development and the use of cutting-edge scientific Until now, polyurethane resin for synthetic leather has mainly been
tools to overcome increasing resistances and meet high regulatory produced using the solvent dimethylformamide. BASF researchers
requirements. No new triazole fungicide has been registered for have now succeeded in modifying the polyurethane formulation so
more than 10 years. An interdisciplinary team from the research that synthetic leather can be produced without organo-tin catalysts
­division Bioscience Research and the Agricultural Solutions segment or organic solvents. Thanks to its optimized formulation, Haptex® is
In 2020, BASF experts supported the search for
adopted a new research approach to test and optimize the biologi- also low-emission and well compatible with water-based top layers
improved derivatives of active ingredients to
cal efficacy and the toxicological parameters of triazole fungicides at in synthetic leather. Custom Haptex® synthetic leather grades do not
­combat the SARS-CoV-2 coronavirus and provided
an early stage of development. Thousands of compounds were yellow, are chemically resistant, very soft and the surface can be
­academic working groups with free access to
designed, synthesized and tested using 3D modeling. Today, structured using embossing techniques. In cooperation with our
­substances from its compound library, comprising
BASF’s Revysol® fungicide offers farmers around the world an customers, our experts also simplified the complex production
several million entries. Our researchers were
effective, innovative crop protection product that protects their
­ ­process. Its many customizable properties mean that our customers
­additionally involved in the global search for a
crops against fungal diseases and increases their yield. In 2020, the can use Haptex® for a wide range of synthetic leather applications in
substance that inhibits what is known as the viral
team won BASF’s internal innovation award for their work. industries such as furniture, automotive, footwear, sporting equip-
main protease, an essential enzyme of the virus.
ment, clothing and accessories.
This i­nhibitor aims to stop the virus from
For more information on research and development, see basf.com/innovations
­multiplying in the human body. Using an internally
developed computer program and the
­supercomputer ­Quriosity, our researchers were
able to identify and optimize numerous new
­molecules. With the help of the supercomputer,
BASF also tested around 1.2 billion synthetically
producible ­compounds for their potential to inhibit
the main protease of the SARS-CoV-2 virus. BASF
does not develop or ­produce its own vaccine. We
are ­involved in ­numerous development projects to
treat or prevent COVID-19 with our pharmaceutical
ingredients.
For more information on our aid measures during the coronavirus pandemic, see
page 49

BASF Report 2020 38

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Innovation

 Innovations in the segments – examples  branded technology helps refiners and gas processors to meet their meets additional health and safety requirements by enabling asphalt
sulfur removal targets while reducing their carbon footprint. It to be produced and processed at significantly lower process
­ensures the highly selective removal of hydrogen sulfide (H2S) from temperatures. The innovative additive enables faster completion
­
Research and development expenses by segment 2020 gas streams while minimizing carbon dioxide (CO2) co-absorption. times and reduces emissions, improving the carbon footprint and
This provides a competitive advantage by increasing plant capacity making roads more durable.
5% Chemicals and lowering investment and production costs.
Corporate research, Other 18% 9% Materials Industrial Solutions
8% Industrial Solutions OASE® sulfexx™
–– Energy-efficient amine gas treatment Demand for biocide-free products with high scrub resistance and
€2,086 million 12% Surface Technologies
technology low levels of volatile organic compounds (VOC) has become a
8% Nutrition & Care –– Highly selective removal of hydrogen ­driving force in the European market for water-based interior paints
Agricultural Solutions 40% sulfide (H2S) in recent years. For 20 years, the market has been dominated by
ethylene vinyl acetate dispersions, which cannot be used in bio-
Materials cide-free paints. BASF offers an attractive alternative: A
­ cronal® 6292.
Chemicals Acronal® 6292 is a styrene-acrylate binder that makes it possible to
Elastollan® produce environmentally friendly, biocide-free and low-VOC paints.
BASF’s Styrodur® Hybrid is the next generation of the green –– New generation of recyclable bicycle This has enabled BASF to successfully open up a new market
­insulation boards made from extruded polystyrene for customers tubes based on Elastollan® ­segment that addresses customers’ requirements around avoiding
in the c
­ onstruction industry. The hybrid version has vertical grooves –– Around 40% lighter than alternatives on allergic reactions while maintaining the same product properties.
on one side to bond better with the concrete. The simpler and the market
cleaner processing leads to considerable time and cost savings in
construction, for example by eliminating the need for full-­surface Together with our partner Schwalbe, we have developed a new BASF and IntelliSense.io, a leading industrial artificial intelligence (AI)
adhesion. These advantages are in addition to the general ­benefits generation of bicycle tubes based on the thermoplastic p ­ olyurethane company, have combined their expertise in mineral processing, ore
offered by Styrodur, such as high compressive strength, low mois- (TPU) Elastollan®. The new Aerothan bicycle tube offers e ­ xceptional beneficiation chemistry and industrial AI technology. The joint
ture absorption, and excellent thermal insulation properties, which performance, puncture resistance and stable handling thanks to the offering is called the BASF Intelligent Mine powered by
­
play a significant role in reducing CO2 emissions and cutting heating special mechanical properties of Elastollan®. It is around 40% lighter ­IntelliSense.io and delivers AI solutions embedded with BASF’s
costs. than the established alternatives on the market, is easy to assemble mineral processing and chemical expertise. The solution helps
and has a small packing size. Another advantage of the Aerothan ­customers to make their mine operations more efficient, sustainable
Styrodur® Hybrid bicycle tubes is that they are recyclable. They are made entirely of and safe, while offering a real-time decision-making platform. Each
–– Insulation board with excellent thermal thermoplastic polyurethane and can be returned to the ­manufacturer, mining process, such as grinding, thickening, flotation and pumping,
insulation properties easily and free of charge, via the tube recycling program. The is supported by an Optimization as a Service application that pre-
–– Reduces CO2 emissions and cuts ­material of the old tubes is processed and then reused as sealing or dicts and simulates future performance, generating process-­specific
­heating costs insulating material. recommendations for optimization. This enables customers to real-
ize efficiency gains across the entire value chain.
In 2020, BASF launched OASE® sulfexx™ – a new, energy-efficient BASF’s new additive for the asphalt industry, B2Last®, has been
amine gas treatment technology developed in cooperation with designed for sustainable road construction. It extends pavement life
ExxonMobil Catalysts and Licensing LLC. The new OASE® sulfexx™ while cutting CO2 emissions along the production chain. B2Last®

BASF Report 2020 39

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Innovation

Surface Technologies Nutrition & Care Agricultural Solutions

The Fourtune™ FCC catalyst is the latest addition to the refining Together with other quality ingredients from the BASF Home Care We leverage the potential of digitalization in agriculture to help
catalysts portfolio. It is based on BASF’s Multiple Framework and Industrial  & Institutional Cleaning portfolio, the cellulase ­farmers grow their business profitably and reduce their e
­ nvironmental
­Topology technology. Fourtune has been optimized to deliver supe- ­Lavergy®  C Bright 100  L harnesses the combined power of footprint. Launched in 2020, the new outcome-based business
rior butylene over propylene selectivity while maintaining c ­ atalyst different technologies to achieve a sustainable, performance-­
­ model xarvio® HEALTHY FIELDS provides a tailored, optimized
activity and performance. The technology provides an ­answer to the differentiated solution. Lavergy®  C Bright 100  L can be combined field and season-specific crop protection strategy. By measuring
increased demand for octane since today’s tighter sulfur regulations with other selective ingredients to prevent fabrics from graying. and classifying externally induced plant stress, automatically ­defining
often require post treatment on the gasoline stream. This can nega- Whether whites or colors, cotton or synthetic fibers – clothes look buffer zones and recording biodiversity on and off arable land, it
tively impact the octane pool. The higher ­butylene selectivity enables like new even after multiple washes. Lavergy® C Bright 100 L also guarantees plant health and enables farmers to achieve agreed yield
refineries to optimize gasoline octane and with it, their profitability. meets the criteria for various ecolabeling systems including EU forecasts. This way, we respond to modern farming challenges,
Ecolabel and Blue Angel. Excellent cleaning performance and good ­requirements by society and political action plans and contribute to
Glasurit® 100 Line and R-M® AGILIS environmental compatibility, as well as suitability for use with many more sustainable farming.
–– Waterborne basecoat technology types of fabric are the hallmarks of BASF’s one-fits-all solution.
In 2020, xarvio® HEALTHY FIELDS received the Crop Science
–– Reduces volatile organic compounds
BASF has launched the new fragrance Isobionics® Santalol, an Award, one of the most important and renowned awards in the
(VOC)
alternative to sandalwood oil. Isobionics® Santalol is produced on a ­agricultural industry worldwide, for the “Best Innovation in Digital
biotechnological basis from renewable raw materials and is 100% Farming Technology.”
With Glasurit® 100 Line and R-M® AGILIS, BASF has introduced free of endangered sandalwood. Our fermentation technology
the most advanced waterborne basecoat technology for refinish ­ensures consistent high quality, effective production and year-round Wheat is one of the most produced crops in the world and demand
coatings, offering outstanding efficiency and environmental advan- availability. Isobionics® Santalol resembles the floral heart of continues to increase based on the growing world population. Our
tages. The focus in product development was on sustainability, with ­sandalwood oil and is particularly suitable for use in perfumes and agricultural innovations for wheat production contribute to food
the result that VOC levels are consistently below 250g/l. This is the exclusive personal care products thanks to its woody odor profile. ­security, which will help to reach the U.N. Sustainable Development
lowest VOC level on the market, making the new product line the Goals (SDGs). Our R&D pipeline comprises solutions that help
eco-friendliest automotive refinish coatings available. The innovative ­farmers to achieve better yield – balancing the needs of the environ-
formulation optimizes the processing properties for fast and efficient ment, society and agriculture.
application, enabling customers to cut process times by up to 35%.
Another 20% can be saved from the reduction in material consump- In 2020, we received the first registration worldwide for the new
tion. This allows body shops to reduce their CO2 emissions through herbicide active ingredient Tirexor®. It will give wheat growers in
faster application and shorter drying cycles. At the same time, they Australia more choice for effective weed control to combat r­ esistance
can increase profitability and improve their environmental footprint. and enable climate-smart, no-till farming. Further dossier submis-
sions in other countries across Asia, South and North America are
planned.

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Innovation

Our recently launched fungicide Revysol® will also play a crucial role InVigor® technologies for hybrid canola
in future resistance management in wheat, helping growers to better –– For pod shatter reduction and resistance
protect their crops, manage resistances and increase their yield in a to plant diseases
sustainable way. –– More flexibility at harvest

Hybrid wheat
–– Improved harvest quality and stability BASF’s InVigor® hybrid canola pod shatter reduction and clubroot
–– Securing high yield in the long term resistant trait technologies help to protect yield potential from
clubroot and deliver more flexibility for growers at harvest. In
­
­addition, we launched the 300 series of InVigor hybrid canola for the
2020 growing season, featuring three new hybrids that offer growers
With market entry expected by mid-decade, we will introduce improvements in yield, pod shatter reduction protection, or clubroot
­hybrid wheat,1 supporting the nutritional needs of a growing world resistance.
population. Hybrid wheat will bring much needed innovation to
wheat production and start a journey to transform this crop for long- Various innovative crop protection products, such as the recently
term success to deliver high performance in yield, quality and acquired L-glufosinate ammonium herbicide technology and seed
­stability to meet the agronomic needs of farmers and the value chain treatment in combination with digital products, help farmers to
in North America and Europe. The hybrid approach will give ­breeders manage weeds, pests and diseases and also enable higher yield.
new opportunities to adapt and improve plant characteristics and
will play an important role in addressing the environmental c
­ hallenges BASF joined the AGROS program in 2020, a collaboration between
of the future. the Netherlands-based Wageningen University & Research and 26
private partners looking into autonomous vegetable growing. The
aim is to make best use of technology and accelerate innovation in
order to meet the growing demand for food, while preserving natural
resources. We are focusing even more strongly on the needs of our
consumers with the joint development of a connected, data-driven,
automated and sustainable production system. Further research
relates to optimized cultivation methods for growing cucumbers
based on sensors, plant physiology and artificial intelligence.

1 R&D expenses reported under Other

BASF Report 2020 41

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Integration of Sustainability

 Integration of Sustainability  tion in the value chain (Accelerator products), we regularly reassess The relevant topics identified based on the three dimensions of
our ­product portfolio. materiality include climate and energy, resource efficiency and
We are successful in the long term when we create value waste, health and safety / product stewardship, emissions to air and
added for the environment, society and the economy with In addition to the two climate protection and Accelerator sales soil, and responsibility along the value chain.
products, solutions and technologies. Sustainability is firmly ­targets, we have also set ourselves further sustainability targets on For more information on our materiality analysis, see basf.com/materiality
anchored in our strategy and corporate governance. We responsible procurement, engaged employees, women in leader- For more information on our Value to Society approach, see basf.com/en/value-to-society

carry out the company purpose “We create chemistry for a ship positions, occupational health and safety, process safety and For more information on the metastudy on sustainability trends, see basf.com/sustainability-trends

sustainable future” using the various tools of our s

­ ustainability water management.
management. We systematically incorporate sustainability Our organizational and management structures
into our business and our assessment, steering and compen- As a co-founder of the U.N. Global Compact and a recognized
sation systems. We identify sustainability trends at an early LEAD company, we contribute to the implementation of the United We are constantly working to broaden our positive impact on key
stage and derive appropriate measures for our business to Nations’ Agenda 2030 on an ongoing basis. Our products, solutions sustainability topics and reduce the negative impact of our business
seize new business opportunities and minimize risks along and technologies help to achieve the U.N. Sustainable Development activities. The Corporate Development unit, which is part of the
the value chain. Goals (SDGs), especially SDG 2 (Zero hunger), SDG 5 (Gender Corporate Center, has steered the integration of sustainability into
equality), SDG 6 (Clean water and sanitation), SDG 8 (Decent work core business activities and decision-making processes since 2020
Strategy and economic growth), SDG 9 (Industry, innovation and infrastruc- (see page 21). Global steering of climate-related matters is also
ture), SDG 12 (Responsible consumption and production) and bundled in this unit, such as coordinating measures to reach our
▪▪ Sustainability further integrated into governance, SDG  13 (Climate action). The SDG focus areas are prioritized by climate protection target and steering the target on making our
­compensation systems and business models ­internal experts. In doing so, they assess the impacts and positive product portfolio more sustainable.
contributions of our products, our corporate targets and strategic
We achieve long-term business success by creating value added for action ­areas. The contribution of our activities is measured using the The Board of Executive Directors and the Supervisory Board are
the environment, society and the economy. Sustainability is at the Value to Society approach. This assesses our positive and negative regularly briefed on the current status of individual sustainability
core of what we do, a driver for growth and value as well as an impacts on the environment, society and the economy (see
­ topics. In addition, the Board of Executive Directors is informed
­element of our risk management. That is why sustainability is firmly page 44). about sustainability evaluations in business processes, for example,
anchored into the organization as part of governance, ­compensation in the case of proposed investments and acquisitions. It makes
systems and business models. We evaluate key sustainability topics with our comprehensive ­decisions with strategic relevance for the Group and monitors the
­materiality analysis. The graphic on page 43 shows how we identify implementation of strategic plans and target achievement. The
Based on our corporate strategy and the global targets derived from and assess relevant topics. Here, we take into account topics that Corporate Sustainability Board, which is composed of heads of
this, we steer the sustainability targets (CO2-neutral growth until we have an impact on, topics that have an impact on us, and topics business and Corporate Center units and regions, supports the
2030 and achieve €22 billion in Accelerator sales by 2025) as most that our stakeholders consider important. Board of Executive Directors on sustainability topics and discusses
important key performance indicators. We have established the operational matters. A member of the Board of Executive Directors
necessary steering mechanisms and control systems at Group level. serves as chair.
Carbon management bundles our global activities to reduce green-
house gas emissions (see page 135). We use the Sustainable We also established an external, independent Stakeholder Advisory
Solution Steering method to manage our product portfolio (see
­ Council (SAC) in 2013 and a Human Rights Advisory Council (HRAC)
page 45). To assess the sustainability performance of our products in 2020. In the SAC, international experts from academia and ­society
and identify solutions that make a substantial sustainability contribu-

BASF Report 2020 42

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Integration of Sustainability

contribute their perspectives to discussions with BASF’s Board of Identifying and assessing sustainability topics1, 2
Executive Directors. The HRAC is led by our Chief Compliance
­Officer. It comprises external human rights specialists and internal
experts, who advise senior management. This help us to build on Materiality
BASF evaluation approach
dimension
our strengths in how we handle human rights and address potential
for improvement.
Impact of BASF Value to Society approach
– Monetization of positive and
We systematically evaluate sustainability criteria, including the
negative effects along the value chain
­effects of climate change, as an integral part of decisions on acqui- – Topics with impacts that cannot be
sitions and investments in property, plant and equipment or financial expressed in monetary terms included
based on expert assessments
assets. In this way, we not only assess economic dimensions, but
also the potential impacts on areas such as the environment, human Complete list of potentially relevant
rights or the local community. We evaluate both the potential topics (around 100) based on
Material topics
­impacts of our activities as well as which effects we are exposed to. – Prior materiality analyses
Impact on BASF – Business units surveyed as part (according to the CSR
– Value to Society results
For more information on our financial and sustainability targets, see page 32 of strategy development Directive Implementation Act
– External inquiries
– Positive and negative effects of or relevant under the Global
For more information on our risk management, see pages 158 to 166
individual sustainability trends on Reporting Initiative)
For more information on compensation structures, see the Compensation Report on page 183 onward Prioritization and grouping
the businesses analysed based
For more information on the organization of our sustainability management, in internal workshops
on meta-study
see basf.com/sustainabilitymanagement

Relevance for our – Big data analysis based on

stakeholders external publications
Harnessing business opportunities and measuring value
– Results complemented and
added by sustainability confirmed by surveys and interviews
with external experts
▪▪ Product Carbon Footprints (PCFs) for around 45,000 sales
1 Our stakeholders also confirmed the materiality of the nonfinancial topics that the Value to Society approach identified as having an impact along the value chain.
products by the end of 2021 2 Quantitative thresholds for defining material topics have not been set due to the complexity of the assessment methods used for each dimension of materiality. The final list of topics is based on an expert comparison of the
results of all the assessment approaches described.

We take advantage of business opportunities by offering our

customers innovative products and solutions that support their
­ the positive contribution and minimize the negative effects of our BASF also plans to make the individual carbon footprints for around
sustainability goals. We ensure that the business units automatically business activities. 45,000 sales products available by the end of 2021 with the help of
evaluate and take into account relevant sustainability criteria when a new, in-house digital solution. PCFs comprise all product-related
they develop and implement strategies, research projects and inno- To achieve this, we need to continually improve our understanding greenhouse gas emissions that occur until the BASF product leaves
vation processes. of how our actions impact society and the environment. We already the factory gate for the customer: from the purchased raw material
have many years of experience of this from evaluating our products to the use of energy in production processes (Scope 1–3).
We want to measure the value proposition of our actions along the and processes using methods such as Eco-Efficiency Analyses, the Calculating PCFs creates transparency for our customers and
­
entire value chain. We are aware that our business activities have an SEEbalance® Socio-Eco-Efficiency Analysis, our Sustainable Solu- partners, enabling us to develop plans together to reduce CO2
­
impact on the environment and society, and so we strive to increase tion Steering portfolio analysis, or BASF’s corporate carbon foot- emissions along the value chain up to the end product.
print.

BASF Report 2020 43

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Integration of Sustainability

 Our Value to Society approach1 (figures in billion €)

Full supply chain Own operations Customer industries

Indirect suppliers Direct suppliers Direct customers in industries supplied by BASF

Net income²
Depreciation and amortization

Taxes
Wages & benefits
Human capital
Health & safety

Air emissions
GHG
Land use
Waste
Water consumption
Water emissions

–15 0 15 30 –15 0 15 30 –15 0 15 30

Economic Social Environmental

1 Value to Society results are calculated annually following the publication of the BASF Report. Consequently, the results shown in the BASF Report 2020 are based on the figures for the 2019 business year (“human capital” category currently only assessed for BASF production).
2 The net income of BASF’s production presented in the Value to Society is calculated using the BASF Group’s net income, adjusted for the interest result, the other financial result and noncontrolling interests.

We want to understand the value we contribute to society and make The results illustrate the positive contributions and negative effects, ­ xisting concepts for assessing risks and business opportunities by
e
this transparent. However, there are still no uniform, global s­ tandards both at BASF and in our value chains. Positive factors include taxes providing a macro perspective.
for measuring and reporting on companies’ overall impact that paid, wages, social benefits, employee training and our net income.2
cover economic, environmental and social aspects of business Negative contributions include environmental impacts such as We share our experiences in networks and initiatives such as the
­activities along the value chain. This is why we developed the Value ­carbon emissions, land use and emissions to air, soil and water, as Impact Valuation Roundtable and are involved in the corresponding
to Society approach in 2013 together with external experts. It allows well as health and safety incidents. We aim to increase the positive standardization processes within the International Organization for
us to better understand our contribution to a sustainable future. In contributions of our business activities along the value chain and Standardization (ISO). We are also a founding member of the value
addition, we can use it to compare the significance of financial and minimize the negative impacts. The Value to Society approach also balancing alliance e.V. (vba), a cross-industry initiative. The vba is
nonfinancial impacts of our business activities on society and show enables us to continually monitor our progress. It complements working to develop an accounting and reporting standard that
their interdependencies. makes the value companies provide to society transparent and

BASF Report 2020 44

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Integration of Sustainability

comparable. The aim is to present the financial, ecological, and Classification of relevant portfolio2 according to the Sustainable Solution Steering method
­social impacts of business activities on the basis of a standardized Substantial sustainability Year Sales Million €
framework. The vba is supported by the E.U., major auditing firms, contribution in the Accel
the Organisation for Economic Co-operation and Development
value chain era 2020 16,740
to
(OECD), leading universities and other partners. BASF is currently 2019 15,017

rP
one of the pilot companies testing the method using its own

erf
­business data. The vba receives the results of our evaluation to

orm
2020 30,519
­enhance and refine the Value to Society method. Sustainable

er Transit
Meets basic sustainability 2019 32,148
For more information on this method and the results of Value to Society, see ­
basf.com/en/value-to-society
standards on the market Solution
For more information on our sustainability tools, see basf.com/en/measurement-methods Steering 2020 6,799

io
For more information on value balancing alliance e.V., see value-balancing.com

n
2019 4,705

er
C
ha
llen
Steering of product portfolio based on sustainability ged 2020 72
­performance Specific sustainability
2019 64
issues which are being
▪▪ Increase sales from Accelerator products actively addressed

Significant sustainability
A significant steering tool for the product portfolio, based on the
concern identified and
sustainability performance of our products, is the Sustainable action plan in development
­Solution Steering method. By the end of the 2020 business year, or implementation
we had evaluated 98.4%1 of the relevant portfolio.2 This refers to
the BASF  Group’s sales from products in its strategic portfolio to
third parties in the business year concerned. By the end of 2020, Transparently classifying our products on the basis of their contribu- 2025 target
sustainability analyses and assessments had been conducted for tion to sustainability enables us to systematically improve them.
more than 57,000 specific product applications, accounting for ­Accelerator products make a substantial sustainability contribution in Increase sales from Accelerator products to
€54.1  billion in sales. These consider the products’ application in the value chain. These include catalysts that reduce emissions to the
various markets and sectors. New market requirements arise as a
result of the ­continuous development of new product solutions in
the industry or changing regulatory frameworks. This has an effect
environment, biodegradable mulch films for agricultural applications,
and high-performance insulation materials for higher energy savings
and reduced material use in building construction. Based on our
 €22 billion
on comparative assessments, which is why we regularly reassess corporate strategy, we have set ourselves a global target: We aim to
our product portfolio. make sustainability an even greater part of our innovation power and In 2020, we generated sales of €16.7 billion with Accelerator
achieve €22 billion in Accelerator sales by 2025. products (2019: €15.0 billion). Accelerator products account for
­
30.9% of the evaluated relevant portfolio. Performer products
account for 56.4% and Transitioner products for 12.6% of the
­
solutions assessed. Sales of Accelerator products rose by 11%
­

1 Parts of the relevant portfolio have not yet been evaluated, including the integrated polyamide business acquired from Solvay in 2020.
2 The definition of the relevant portfolio and further information can be found in the Sustainable Solution Steering manual at basf.com/en/sustainable-solution-steering

BASF Report 2020 45

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Integration of Sustainability

compared with the previous year. This is primarily attributable to the ­ xpect of us and which measures we need to pursue in order to
e implementation of sustainability at other companies in the industry
positive development of Accelerator sales in the Surface Technolo- establish and maintain trust, build partnerships, and increase socie- through transparency.
gies and Agricultural Solutions segments. In the Agricultural Solutions tal acceptance for and the sustainability of our business activities. In
segment, the first-time assessment of the seed business acquired doing so, we want to harness potential for mutual value creation and We draw on the competence of global initiatives and networks, and
from Bayer contributed to the increase. strengthen the legitimacy of our business activities – our license to contribute our own expertise. We are active in worldwide initiatives
operate. For important topics, we systematically identify key stake- with various stakeholder groups. For instance, we have been a
If, during reassessment of our portfolio, we identify products with holders at an early stage to discuss critical questions with them. member of the U.N. Global Compact (UNGC) since its establish-
substantial sustainability concerns, we classify these as “­ Challenged.” Relevant considerations include their topic-specific expertise and ment in 2000. As a recognized LEAD company, we contribute to the
Challenged products account for around 0.1% of the evaluated willingness to engage in constructive dialog. implementation of the Agenda 2030 and the associated goals. We
­relevant portfolio. We develop and implement action plans for all support UNGC Action Platforms, for example on Good Health and
products in this category. These include research projects and refor- BASF was awarded the 2020 CSR Prize by the German federal Well-being (SDG 3), and contribute to the UNGC Expert Network. To
mulations to optimize products, or even replacing the product with government, which highlighted BASF’s long-standing commitment celebrate the 75th anniversary of the United Nations on Septem-
an alternative. To systematically align our portfolio with contributions to CSR (corporate social responsibility) and its comprehensive ber  21, 2020, we reaffirmed our commitment to the UNGC and
to sustainability, as of 2018, we will phase out all Challenged ­products ­sustainability strategy. In its justification, it emphasized BASF’s pledged our support for the Women’s Empowerment Principles and
within five years of initial classification as such at the latest. We strive ­pioneering role, particularly in integrated reporting and the disclo- the CFO Principles on Integrated SDG Investments and Finance.
to offer products that make a greater contribution to sustainability in sure of CO2 emissions, and the fact that BASF also encourages the BASF is also active in 16 local Global Compact networks.
their area of application to live up to our own commitments and meet
our customers’ demands. This is why our Sustainable Solution
Steering method is used in areas such as our research and develop-
ment pipeline, in business strategies as well as in merger and acqui- Stakeholder demands and expectations of BASF
sition projects.
For more information on Sustainable Solution Steering, see basf.com/en/sustainable-solution-steering Customers Investors
–– Innovative and sustainable solutions –– Attractive dividend yield
Stakeholder engagement –– Reliable partner –– Strong long-term share performance

▪▪ Continuous dialog with our stakeholders

Society: politics, NGOs, media Suppliers
Our stakeholders include customers, employees, partners and –– Responsible and trustworthy partner –– Fair and reliable business relationship
suppliers, investors, representatives from academia, industry, –– Production of safe products in compliance with environ- –– Support in complying with our Supplier Code of
mental and social standards Conduct (environmental and social requirements)
­politics and society, as well as from the communities surrounding –– Jobs and taxes
our production sites. Parts of our business activities, such as the
use of certain new technologies or our environmental impacts, are
often viewed by stakeholders with a critical eye. We take these Community Employees and management
–– Support for local communities –– Attractive and fair employer
questions seriously, initiate dialogs and participate in discussions.
–– Safe, disruption-free operations –– Health protection
Such ongoing exchange with our stakeholders helps us to even –– Attractive jobs –– Opportunities for professional development
better understand what matters to groups of society, what they

BASF Report 2020 46

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Integration of Sustainability

In 2020, we once again met with the Stakeholder Advisory Council personal carbon footprints to supporting customer-focused busi- nonprofit organizations with the Gemeinsam Neues schaffen
to discuss important aspects of sustainability. The main topics were ness ideas. ­program.
climate protection, circular economy and sustainable finance. The For more information on stakeholder dialog, see basf.com/en/stakeholder-dialog
Human Rights Advisory Council discussed impacts on selected For more information on our guidelines for responsible lobbying, see We are a member of Wissensfabrik – Unternehmen für Deutsch-
basf.com/guidelines_political_communication
­aspects of our products’ value chains and interacting with v­ ulnerable land e.V., a network of over 130 companies and organizations with
For more information on the Industry Associations Review, see basf.com/corporategovernance
groups. close links to business that supports children, young people, stu-
For more information on the BASF Climathon, see climathon.basf.com
dents and young entrepreneurs through its involvement with educa-
Our political advocacy is conducted in accordance with transparent tional institutions and start-ups. The focus is on school projects that
guidelines and our publicly stated positions. The same applies to our Social engagement provide hands-on experience with STEM (science, technology,
activities in associations. For instance, we published an Industry ­engineering and mathematics). Due to the coronavirus pandemic,
Associations Review comparing the energy and climate protection ▪▪ BASF as a responsible neighbor at our sites worldwide the project’s initiatives (such as IT2School – Gemeinsam IT
positions of BASF and the most important associations of which we ▪▪ Contribution to the United Nations’ Sustainable ­entdecken and KiTec – Kinder entdecken Technik) were also offered
are a member, with explanations on our approach. ­Development Goals in digital formats, ­allowing these educational programs to continue
even as school operations were restricted.
BASF does not financially support political parties. In the United Through our social engagement, we want to take into account the
States, employees at BASF Corporation have exercised their right to needs of the communities surrounding our production sites world- We foster societal integration, particularly of low-achieving young
establish a Political Action Committee (PAC). The BASF Corporation wide, help achieve the United Nations’ Sustainable Development people and refugees, with our Start in den Beruf and Start Integra-
Employee PAC is an independent, federally registered employee Goals (SDGs), and have a positive long-term impact on the environ- tion programs. In 2020, 106 young people in the BASF Training
association founded in 1998. It collects donations for political pur- ment and society. This is why social engagement is a cornerstone of Verbund participated in these two programs in cooperation with
poses and independently decides how these are used, in accor- our corporate social responsibility. Our social engagement policy partner companies in the Rhein-Neckar metropolitan region. The
dance with U.S. law. was updated in 2020 and provides the guardrails for our activities. It goal is to prepare participants for an apprenticeship within one year,
stipulates that all social engagement measures worldwide must be and ultimately secure the long-term supply of qualified employees
We have a particular responsibility toward our production sites’ conducted in line with our compliance policy, BASF’s strategy and for BASF and in the region as a whole. Since being launched at the
neighbors. With the established community advisory panels, we our sustainability commitments. We want to have a positive impact end of 2015, BASF’s Start Integration program has supported
promote open exchange between citizens and our site management on society in our three focus areas: future health, future skills and around 420 refugees with a high probability of being granted the
and strengthen trust in our activities. Our globally binding require- future resources. We support projects that aim to have a lasting right to remain in Germany, helping to integrate them into the labor
ments for community advisory panels are based on the grievance impact on specific target groups and offer learning opportunities for market. We spent around €2.6 million on the BASF Training Verbund
mechanism standards in the United Nations’ Guiding Principles on participating cooperation partners and BASF. in 2020.
Business and Human Rights. We keep track of their implementation
through the existing global databank of the Responsible Care As a responsible neighbor at our Ludwigshafen site and a partner in We support the Espérance Banlieues program in France for children
­Management System. the Rhine-Neckar metropolitan region, our social engagement in from elementary and high schools in 17 low socioeconomic areas
Germany includes strengthening participation and integration of with our Kids’ Lab program. The hands-on program provides a play-
We also use digital formats to initiate dialog on sustainability topics. disadvantaged groups as well as promoting research and discovery. based introduction to science and teaches topics such as a healthy
The first Climathon was held in November 2020 as an initiative for It is particularly important to us that we work together with our diet. The program ultimately aims to prevent early school leaving
employees. During the one-day hackathon, teams of (IT) experts ­partners to increase the impact of individual measures. In the project and to make it easier to access further education. During the
developed digital solutions for sustainability issues, from calculating #WirGestaltenSchule, for example, we are working with our partners coronavirus pandemic, BASF France supported partner schools
­
to improve education equality. We promote cooperation between with donations of protective face masks and disinfectant.

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Integration of Sustainability

We aim to create long-term value for BASF and society with new In the area of international development work, we support BASF
business models and cross-sector partnerships. Our Starting Ven- Stiftung, an independent nonprofit organization, with donations for
tures program helps people with precarious livelihoods to improve its projects with various U.N. organizations. The 2020 year-end
their income-earning opportunities and their quality of life. At the ­donation campaign in favor of BASF Stiftung supported the United
same time, the program provides access to new markets and Nations World Food Programme’s (WFP) efforts to deliver humani-
­partners, and strengthens our contribution to reaching the SDGs. tarian food aid in Yemen. A total of around €396,600 was raised for
For example, we support the Waste-2-Chemicals project in Lagos, WFP from donations by the employees of participating German
Nigeria, in which citizens help to keep the city clean by collecting and Group companies and BASF. A donation of €65 can feed a family in
sorting plastic waste. The plastic waste is converted into pyrolysis oil Yemen for one month.
in a chemical recycling process and used as feedstock in the
­production of high-quality chemical products. BASF cooperates with BASF Group expenses for social engagement activities ¹
the organizations Wecyclers and RecyclePoints to make this circular

 ~€76 million
value creation process possible. We are also planning to build
­centers where plastic waste can be collected and converted into
pyrolysis oil. In this way, we want to provide local collectors and their
families with a regular income in the future.
For more information on Starting Ventures, see basf.com/en/starting-ventures
For more information on social engagement at our sites, see ludwigshafen.basf.de/commitment
We promote resource stewardship with different programs around
For more information on our social engagement around the world, see basf.com/en/engagement
the world, such as our Water Producer Program. This was estab-
lished in 2011 through a partnership between BASF’s Guaratinguetá
site in Brazil, the organization Fundação Espaço ECO® and local
government. BASF sponsors the program and wants to strengthen
the local community and environment with the initiative. The p
­ rogram
aims to support conservation measures usually performed by
­farmers – such as the reforestation of riverbank woodlands, soil
restoration and protecting native plants and water sources – with
financial assistance and training from the organization’s environ­
mental consultants. Since being founded, the program has
­supported more than 60 farmers. It directly contributes to water
conservation in the Ribeirão Guaratinguetá basin, which supplies
90% of communities in the area. The Fundação Espaço ECO® was
founded by BASF in Brazil and supports BASF business units and
other customers on their journey to becoming more sustainable.
The organization celebrated its 15th anniversary in 2020.

1 As of 2020, we report a total figure for our social engagement activities. Consequently, a graphic representation of individual expenses, as shown in the 2019 report, is no longer provided. The figure includes all consolidated companies with employees, including joint operations. A large part of the expenses in 2020 related to activities in
­connection with the Helping Hands initiative.

BASF Report 2020 48

  Helping Hands – our aid
measures during the Our activities to fight the coronavirus were wide-ranging: We whose households were in financial distress as a result of the
produced and donated disinfectant, supplied personal protec- ­pandemic. We also donated to hospitals and healthcare providers in
­coronavirus pandemic  tive equipment, supported medical facilities and food bank the communities surrounding our sites in China, India, Italy, South
­initiatives, and contributed our expertise to medical research. Korea, Poland and Spain, for example.

Production and donation of disinfectants BASF infrastructure supports search for active ingredients

Within a very short period of time, we modified production ­processes We also made our expertise and infrastructure available for research
at plants in different countries to manufacture urgently needed into the virus, for example, in the search for active ingredients to
­disinfectants – products that are not usually part of BASF’s portfolio. treat COVID-19 patients. Our supercomputer Quriosity identified
Employees in countries such as Brazil, Germany, France, the and optimized promising molecules for public research projects (see
Netherlands, Switzerland, Spain, Turkey and the United States
­ page 38 for more information). In addition, we opened our expertise
helped to avoid local bottlenecks with their team spirit and great and laboratory facilities to TÜV Nord at the BASF Innovation ­Campus
flexibility. In Europe alone, BASF produced more than 900,000 liters in Shanghai, China, where quality checks on protective face masks
of disinfectant between March and December and donated this to were conducted on behalf of the German Federal Ministry of Health.
hospitals, medical workers, care homes, local government, educa- For more information on the Helping Hands aid campaign, see basf.com/en/helping-hands
Civil society, government, business and the tional institutions and nonprofit initiatives such as UNO-Flüchtlings­
­nonprofit sector must work closely together to hilfe, the German partner of the U.N. refugee agency.
­overcome the coronavirus pandemic. Our Helping
Hands aid campaign contributed to the fight against Using our procurement networks
the novel coronavirus – as part of society, as a
­partner at our sites and as an international Given the strained supply situation at the beginning of the p ­ andemic,
­company. We used our expertise in research, we used our procurement networks to purchase more than 100 mil-
­production, procurement and logistics to help lion protective masks and donate these to the Federal Republic of
during the crisis. Germany and the state of Rhineland-Palatinate. We also ­supported
local healthcare facilities in many other countries, i­ncluding ­Belgium,
Brazil, China and the United States, by providing masks, protective
eyewear, protective clothing and materials to protective visors free
of charge.

Assistance initiatives and programs for those in need

Together, BASF SE and BASF Stiftung also established assistance

initiatives and programs for those in need. An assistance fund
­focused on organizations that provide and distribute food to those in
need. Other institutions, individuals and BASF employees could also
donate to the fund. BASF Stiftung provided assistance to those who
have suffered long-term loss of income due to COVID-19 illness or

BASF Report 2020 49

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Material Investments and Portfolio Measures

The BASF Group’s Investments and acquisitions alike are prepared by interdisciplinary
teams and assessed using various criteria. In this way, we ensure
facilities are scheduled for completion in 2022. We started up a plant
for emissions catalysts in Shanghai, China.
Business Year that economic, environmental and social concerns are included in
strategic decision-making.
For more information on investments within the segments, see page 69 onward

Additions to property, plant and equipmenta by segment in 2020

Material Investments and Portfolio Investments and acquisitions 2020
Measures Million €
Others (infrastructure, R&D) 4%
Invest- Acquisi- 24% Chemicals
Total
ments tions Agricultural Solutions 12%
In addition to innovations, investments make a decisive
Intangible assets 103 691 794
­contribution toward achieving our ambitious growth goals. Nutrition & Care 14%
We use targeted acquisitions to supplement our organic of which goodwill – 21 21 €3,516 million
growth. Property, plant and equipmenta 3,516 559 4,075
Surface Technologies 16% 20% Materials
Total 3,619 1,250 4,869
By investing in our plants, we create the conditions for the profitable Industrial Solutions 9%
a Including restoration obligations, IT investments and right-of-use assets arising from leases
growth we strive for while constantly improving the efficiency of
our production processes. For the period from 2021 to 2025, we
have planned capital expenditures (capex)1 totaling €22.9 billion Investments Additions to property, plant and equipmenta by region in 2020
worldwide.
For more information on our investments from 2021 onward, see page 157 Investments in property, plant and equipment amounted to South America, Africa, Middle East 3%
€3,516 million in 2020 (2019: €3,839 million). Capex1 accounted for Asia Pacific 14% 54% Europe
With a world market share of more than 40%, China is today the €2,878 million of this amount (2019: €3,349 million). Our invest-
largest chemical market and drives the growth of global chemical ments in 2020 focused on the Chemicals, Materials, Surface Tech-
€3,516 million
production. We expect China’s share to increase to around 50% by nologies and Nutrition & Care segments.
2030. To continue to participate in this growth in Asia in the future,
North America 29%
we plan to build an integrated Verbund site in Zhanjiang in the In Europe, construction continued for another production plant for
­southern Chinese province of Guangdong. Construction of the first vitamin A at the Ludwigshafen site in Germany. It is scheduled for
plants started in 2020. We also plan to expand the site we operate startup in 2021. We are expanding the ethylene oxide complex in a Including restoration obligations, IT investments and right-of-use assets arising from leases

together with our partner Sinopec in Nanjing, China. Antwerp, Belgium, and are building production plants for battery
materials and their precursors in Harjavalta, Finland, and Schwarz-
In addition, we are refining our portfolio through acquisitions that heide, Germany.
promise above-average profitable growth as part of the BASF
­Verbund to help reach a relevant market position. A key con­sidera­ In North America, we continued construction of an MDI synthesis
tion is that these are innovation-driven or offer a technological differ- unit in Geismar, Louisiana, and started up the first plants.
entiation, and make new, sustainable business models ­possible.
In Asia, we continued to drive forward construction of the new inte-
grated Verbund site in Zhanjiang, China, in 2020. The first production

1 Additions to property, plant and equipment excluding acquisitions, restoration obligations, IT investments and right-of-use assets arising from leases

BASF Report 2020 50

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Material Investments and Portfolio Measures

Acquisitions Agreed transactions

We added €559 million worth of property, plant and equipment On August 29, 2019, we reached an agreement with DIC, Tokyo,
through acquisitions in 2020. Additions to intangible assets ­including Japan, on the acquisition of BASF’s global pigments business. The
goodwill amounted to €691 million. purchase price on a cash and debt-free basis is €1.15 billion. The
For more information on acquisitions, see the Notes to the Consolidated Financial Statements from assets and liabilities to be divested were reclassified to a disposal
page 235 onward
group in the Dispersions & Pigments division as of this date. The
On January 31, 2020, BASF closed the acquisition of Solvay’s transaction is expected to close in the first half of 2021, subject to
­integrated polyamide business, which was agreed in September the approval of the relevant competition authorities.
2017. The acquisition broadens BASF’s polyamide capabilities with
innovative and well-known products and enhances access to
growth markets in Asia as well as in North and South America.
Through the backward integration into the key raw material
­adiponitrile (ADN), BASF now has production plants along the entire
value chain for polyamide 6.6. The transaction includes production
sites in Germany, France, China, India, South Korea, Brazil
and Mexico; research and development centers and technical
consultation centers; and shares in Butachimie SNC and
­
Alsachimie  S.A.S. BASF acquired the polyamide business for a
­
purchase price of €1.3 billion (on a cash and debt-free basis) and
integrated it into the Performance Materials and Monomers divi-
sions within the ­Materials segment.
For more information on this acquisition, see the Notes to the Consolidated Financial Statements
from page 235 onward

Divestitures

On September 30, 2020,1 we closed the divestiture of our construc-

tion chemicals business to an affiliate of Lone Star, a global private
equity firm, as agreed in December 2019. The purchase price on a
cash and debt-free basis was €3.17 billion. The divested construc-
tion chemicals business had around 7,500 employees and operated
production sites and sales offices in more than 60 countries. It
generated sales of around €2.6 billion in 2019.
For more information on this divestiture, see the Notes to the Consolidated Financial Statements
from page 237 onward

1 The construction chemicals business was transferred in two steps, on September 30, 2020, and on November 30, 2020.


BASF Report 2020 51

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Economic Environment

Economic Environment1 Gross domestic product Economic trends by region

Real change compared with previous year
Global economic growth in 2020 was much weaker than we 2020 –3.7%
▪▪ Strongest post-war decline in GDP
had forecast at the beginning of the year. In the first half of World ▪▪ Deep recessions in the E.U. and North America,
2019 2.5%
2020, the coronavirus pandemic led to the worst economic slight growth in China
2020 –6.4%
slump since the Second World War. Following a recovery in European Union 2 ▪▪ Depreciation of exchange rates in emerging markets
the third quarter, economic activity in the fourth quarter was 2019 1.6%

again disrupted by rising infection rates and government 2020 –3.5% In the European Union (E.U.), GDP contracted by 6.4% (2019:
United States
restric­tions in many countries. Global gross domestic p
­ roduct 2019 2.2% +1.6%). Europe’s southwest was especially hard hit: Hard lock-
(GDP) fell by 3.7% year on year (2019: +2.5%). Industrial 2020 –0.1%
downs were ordered in response to high infection rates. GDP fell by
­production contracted by 4.0% (2019: +1.8%). Global chemi- Emerging markets of Asia3 8.3% in France, 8.8% in Italy and even shrank by 11.0% in Spain.
2019 5.3%
cal production declined by 0.4% (2019: +1.9%). The average German GDP also declined significantly, but less sharply, by 5.3%.
2020 –4.8%
price for a barrel of Brent crude oil decreased to $42  per Japan
The smaller decrease reflected the fact that the export industry
barrel (2019: $64 per barrel). 2019 0.3% benefited from the recovery in China and that the downturn in ­private
For the outlook on the economic environment in 2021, see page 152 onward 2020 –6.6% consumption was less pronounced. GDP declined by 9.9% (2019:
South America
2019 0.9% +1.4%) in the United Kingdom as measures to contain infection
Trends in the global economy in 2020 rates were taken late, but were stricter and continued for longer.
Following an economic slump in the spring and a dynamic recovery
Global gross domestic product declined by 3.7% in 2020 due to in the third quarter, the eastern E.U. countries again recorded a
supply-side disruptions and weaker demand as a consequence of strong rise in infection rates. As a result, governments imposed new
the coronavirus pandemic. A sharp decline in economic activity in partial lockdowns, which negatively impacted the services sector in
China in January and February was followed by similar downturns in particular. Overall, GDP in the eastern E.U. countries decreased by
the rest of the world from March onward. Many companies saw 4.4% in 2020 (2019: +3.8%). In Russia, GDP declined by 3.1%
production impacted by government orders and disruptions in inter- (2019: +1.3%). Industrial production in Russia was weighed down
connected global value chains. Online purchases could not fully by rising infection rates from mid-September onward, weak demand
compensate for the drop in offline demand. Turnover also ­temporarily for energy commodities and cuts to oil production. This dampened
slumped in the tourism, hospitality and cultural sectors. The result­ the economic recovery that began in the third quarter, largely driven
ing losses led to a decline in income and intermediate demand in by private consumption.
this sector. Swift and strong intervention by central banks and gov-
ernments in this exceptional situation prevented the global economy Economic developments in the United States were very volatile.
and financial markets from collapsing. Following a dynamic upturn in The crisis left its mark on the unemployment rate here, which jumped
the third quarter of 2020, rising infection rates from ­October onward from 3.5% at the beginning of the year to 14.8% in April 2020. Per-
again made restrictions on economic activity necessary, especially sonal incomes rose overall as unemployment benefits were signifi-
in Europe. cantly bolstered by state aid. As a result, spending on consumer
goods remained largely stable, while there was a clear, temporary

1 All information relating to past years in this section can deviate from the previous year’s report due to statistical revisions. Where available, macroeconomic growth rates are adjusted for calendar effects. Figures for 2020 not yet available in full are estimated.
2 In the rest of this chapter, “E.U.” refers to the E.U. 27.
3 We define the emerging markets of Asia as Greater China, the ASEAN countries (Brunei, Indonesia, Malaysia, Myanmar, Cambodia, Laos, the Philippines, Singapore, Thailand, Vietnam), India, Pakistan and Bangladesh.

BASF Report 2020 52

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Economic Environment

drop in consumption of services. In the second half of 2020, the South America was severely affected by the coronavirus pandemic. Growth in key customer industries
easing of restrictions in many states led to a significant recovery and The Brazilian economy was bolstered by strong fiscal stimulus mea- Real change compared with previous year
saw the unemployment rate halve. Overall, U.S. GDP fell by 3.5% sures. Economic growth started to recover in the second half of the 2020 –4.0%
(2019: +2.2%). year after restrictions were eased in some regions. The increase in Industry total
2019 1.8%
public debt and rising inflation rates led to a significant depreciation
2020 –15.0%
In the emerging markets of Asia, the impact of the coronavirus of the Brazilian real. Brazilian GDP decreased by 4.6% (2019: Transportation
pandemic was mixed. Economic output in China dropped consid- +1.4%). Argentina saw a much stronger decline in economic output 2019 –3.0%

erably as early as the first quarter of 2020. However, a dynamic in 2020, falling by 10.4% as a result of a strict lockdown in the spring 2020 –16.0%
Of which: automotive industry
economic recovery was already underway in the second quarter of (2019: –2.1%). The country’s renewed debt crisis left little room for 2019 –5.7%
2020 and continued in the second half of the year. Industrial produc- government aid. Inflation rates of over 40% negatively impacted 2020 –3.9%
tion and export demand recovered particularly quickly, while private consumption and the Argentine peso lost around half of its Energy and resources
2019 1.5%
­domestic consumer demand reacted only after a delay. China was value. Exchange rates in the rest of South America remained more
2020 –3.3%
the only major global economy to report growth in 2020, of 2.3% stable. GDP losses due to lockdowns and weaker export demand Construction
(2019: +6.0%). In India, by contrast, GDP fell by 8.0% after a lock- varied significantly and were between –4.8% in Uruguay and –11.9% 2019 2.4%

down lasting several months (2019: +4.2%). Here, too, a strong in Peru. Overall, GDP in South America fell by 6.6% (2019: +0.9%).1 2020 –4.4%
Consumer goods
decline was followed by a clear upturn in the second half of the year. 2019 1.1%
GDP in the remaining emerging markets of Asia declined by an Trends in key customer industries
2020 3.5%
average of 3%. There was considerable variation from country to Electronics
2019 3.0%
country. ▪▪ Strong decline in global industrial production
▪▪ Weak momentum and partial recovery in the automotive 2020 1.0%
Health and nutrition
Japan and South Korea recorded comparatively low infection rates industry 2019 3.4%
overall. However, these also saw a significant temporary drop in ▪▪ Stable trend in agriculture 2020 2.1%
domestic and foreign demand. In Japan, GDP sank by 4.8% (2019: Agriculture
2019 2.1%
+0.3%). In South Korea, higher government spending and invest- Global industrial production contracted by 4.0% in 2020 (2019:
ment cushioned the decline in GDP to only –1.0% (2019: +2.0%). +1.8). The advanced economies saw much stronger decreases of
6.5% overall compared with the emerging markets, which only Global automotive production decreased by 16% after already
­declined by 1.8%. The emerging markets performed better primarily declining by 5.7% in 2019. After a strong slowdown in China in the
due to the recovery of industrial production in China (2020: +2.6%; first quarter of 2020, followed by massive declines in the rest of the
2019: +5.7%). In the remaining emerging markets of Asia, by con- world in the second quarter, the rest of the year saw a dynamic
trast, industrial production fell by 7.1% overall (2019: +2.1%). Indus- ­recovery. Growth was particularly strong in China, where automotive
trial production decreased by 7.8% in the E.U. (2019: –0.2%) and by production already exceeded the prior-year level in the third quarter.
10.5% in the United Kingdom (2019: –0.4%). North America (2020: However, average annual production in China was still 4.3% below
–5.7%; 2019: +1.0%) and South America (2020: –7.5%; 2019: the previous year. The remaining emerging markets of Asia posted
–0.6%) reported similar declines. much stronger declines in production of around one-quarter. Japan
and South Korea recorded more moderate decreases of 15.8%
and 11.6%, respectively. Although North America and Europe also

1 Not including Venezuela

BASF Report 2020 53

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Economic Environment

r­eturned to pre-crisis levels over the course of the year, average Trends in the chemical industry Chemical production (excluding pharmaceuticals)
production for the year was down 20.1% and 22.4% from the previ- Real change compared with previous year
ous year, respectively. In the global construction industry, output ▪▪ Global growth much weaker than in prior year and below 2020 –0.4%
decreased by 3.3% (2019: +2.4%). Overall, non-residential con- expectations World
2019 1.9%
struction contracted at a slightly stronger rate than the residential
2020 –1.9%
and infrastructure segment. Developments varied from region to Contrary to our expectations, global chemical production ­contracted European Union
region: Construction volumes fell by 7.1% in western Europe and by by 0.4% in 2020 (2019: +1.9%). As a result, the decline was much 2019 –1.2%

7.6% in eastern Europe, while North America posted a decrease of less pronounced than in global industrial production. This was 2020 –4.3%
United States
only 1.3%. The United States saw an upturn in the housing market, ­because less cyclical customer sectors have a higher weighting in 2019 –0.1%
which partially offset developments in non-residential building. In the chemical industry and because d ­ emand temporarily rose for 2020 2.3%
Asia, construction activity declined only slightly by 0.6%. Construc- disinfectants and cleaning products, protective clothing, single-use Emerging markets of Asia
2019 4.0%
tion activity grew by 3.5% in China, but shrank by 3.1% in Japan, packaging and plexiglass.
2020 –9.8%
1.5% in South Korea and 18.7% in India. The construction industry Japan
also contracted significantly by 13.2% in South America. Consumer However, there were significant regional differences. In the E.U., 2019 –0.2%

durables production, for example in the textile and furniture indus- chemical production decreased by around 2%, with significant 2020 –1.1%
South America
tries, fell by a
­ lmost 8% on average. Production also decreased by differences between the major production locations. While produc- 2019 –1.3%
around 4% (2019: +1.5%) in the energy and resources sector due tion only d
­ eclined by between 1% and 3% in Belgium, Germany and
to weaker demand for energy and industrial commodities. Agricul- Spain, and was virtually unchanged in the Netherlands, it fell by
tural production was more stable and grew by 2.1% (2019: 2.1%). around 8% in Italy and by around 9% in France. Chemical produc-
The U.S. market achieved considerable growth of 2.8%, benefiting tion ­decreased by 4.6% in North America and by 1.1% in South
from rising exports to China and unfavorable weather conditions in ­America.
parts of South America. In western and eastern Europe, by contrast,
production declined by 0.8% overall. This was attributable to both By contrast, China, the world’s largest chemical market, increased
dry weather conditions and regional shortages of harvest workers. volumes by 3.4%. In the rest of Asia, on the other hand, chemical
In South America, agricultural production declined slightly by 0.5%. production declined, in some countries significantly (Japan: –9.8%;
Production increased by 1.9% in Brazil but decreased by 8.4% in Malaysia: –6.2%; India: –5.4%; South Korea: –3.2%). As a result,
Argentina due to drought. In Asia, production rose by 2.7% com- chemical production in Asia only increased by around 1%.
pared with the previous years.

BASF Report 2020 54

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Economic Environment

Price trends for key commodities Price trends for crude oil (Brent) and naphtha
$/barrel, $/metric ton
▪▪ Sharp decline in prices for crude oil and naphtha
$/t $/bbl
▪▪ Year-on-year decrease in gas prices, but with wide 1,100 130
­regional variance 1,000 120
Naphtha Crude oil
900 110
The average price for a barrel of Brent crude oil decreased to ø 2020: $355/t ø 2020: $42/bbl
800 100
$42 per barrel (2019: $64 per barrel) and fluctuated over the course ø 2019: $505/t ø 2019: $64/bbl
700 90
of the year between around $64 per barrel in January and around 600 80
$18 per barrel in April. 500 70
400 60
Over the course of the year, the average monthly price for the 300 50
chemi­cal raw material naphtha ranged between $528 per metric ton 200 40
in January and $140 per metric ton in April. At $355 per metric ton, 100 30
the annualized average price of naphtha in 2020 was lower than in 0 20
2019 ($505 per metric ton).

June 20

Sept 20
May 19

Sept 19

Mar 20

Apr 20

May 20
June 19

Nov 19
Mar 19

Apr 19

Dec 19

Feb 20

Dec 20
Aug 19

Oct 19

Oct 20
Jan 19

Nov 20
Feb 19

July 20

Aug 20
Jan 20
July 19
The average price of gas in the United States was $1.99 per m
­ mBtu,
below the level of the previous year ($2.56 per mmBtu). In Europe,
the average price of gas on the spot market was also significantly
lower than in 2019, at $3.17 per mmBtu (2019: $4.46 per mmBtu).
Gas prices in China averaged around $6.29 per mmBtu nationally
(2019: $6.39 per mmBtu), while the average price in the coastal
provinces was $7.48 per mmBtu (2019: $7.59 per mmBtu).

BASF Report 2020 55

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Results of Operations

Results of Operations Factors influencing sales of the BASF Group EBIT before special itemsa, b, c
Million €
The world economy saw much weaker growth in 2020 than in Change in Change
2020 3,560
million € in %
2019 as a result of the coronavirus pandemic. Growth in
2019 4,643
global industrial production and in the global chemical
­ Volumes −298 –1
2018 6,281
industry (­
­ excluding pharmaceuticals) was also below the Prices 1,487 3
prior-year level. In this market environment, BASF’s business 2017 7,645
Currencies −1,945 –3
did not perform as well as we expected: Sales were on a level Acquisitions 683 1
2016 6,309
with the previous year and earnings declined considerably. a EBIT before special items for 2019 has been restated to reflect the reclassification of income from non-integral
Divestitures −91 0
companies accounted for using the equity method to net income from shareholdings. Figures for the years
Business reviews by segment can be found from page 69 onward
2016 to 2018 have not been restated.
Changes in the scope b EBIT before special items for 2018 was reduced by the share attributable to construction chemicals activities due to
−3 0
of consolidation their presentation as discontinued operations. Figures for the years 2016 and 2017 have not been restated.
Sales c EBIT before special items for 2017 was reduced by the share attributable to oil and gas activities due to their
­presentation as discontinued operations. Figures for 2016 have not been restated.
Total change in sales −167 0

▪▪ Sales of €59,149 million at prior-year level

Special items in EBIT totaled –€3,751 million in 2020, compared
Sales amounted to €59,149 million in 2020, on a level with 2019. Income from operations with –€442 million in the previous year. The increase in special items
The sales performance was positively impacted by higher price is primarily attributable to the impairments of €2.9 billion on property,
­levels overall, mainly as a result of higher precious metal prices in the ▪▪ Considerable decline in EBIT before special items, EBIT plant and equipment and intangible assets, which were mainly
­Surface Technologies segment and portfolio effects in the Materials and ROCE ­reported under other charges and income. Expenses of €76 million
segment from the acquisition of Solvay’s integrated polyamide busi- arose in connection with divestitures, mainly from the carve-out of
ness. This was offset by negative currency effects and lower vol- Income from operations (EBIT) before special items decreased our global pigments business. We recorded a positive earnings
umes, especially in the Materials and Industrial Solutions segments. by €1,083 million to €3,560 million, mainly due to significantly lower contribution of €286 million in the previous year, in particular from the
contributions from the Chemicals and Surface Technologies seg- transfer of BASF’s paper and water chemicals business to the ­Solenis
Salesa, b ments. In the Chemicals segment, this was primarily attributable to group and the sale of businesses in the Agricultural Solutions seg-
Million € lower margins. In the Surface Technologies segment, it was mostly ment in accordance with the conditions imposed by antitrust author-
2020 59,149'20 the result of lower volumes in the Coatings division. EBIT before ities in connection with the acquisition of the Bayer businesses. In
special items also declined considerably in Other and in the Materi- addition, expenses from restructuring measures rose by €325 million
2019 59,316'19
als and Agricultural Solutions segments. The decrease in the Mate- compared with the previous year to €952 million. These largely
2018 60,220'18
rials segment was mainly due to lower polyamide margins and vol- ­related to expenses for measures to streamline the global glufosinate-­
2017 61,223 umes. EBIT before special items was lower in the Agricultural Solu- ammonium production network and provisions in connection with
2016 57,550 tions segment, largely from currency effects. In the Nutrition & Care the realignment of the Global Business Services unit. Integration
a Sales for 2018 were reduced by the share attributable to construction chemicals activities due to their
segment, EBIT before special items declined slightly as a result of costs amounted to €157 million in 2020, mainly for the integrated
­presentation as discontinued operations. Figures for the years 2016 to 2017 have not been restated.
b Sales for 2017 were reduced by the share attributable to oil and gas activities due to their presentation as
the sales performance and a one-off payment in the Care Chemicals poly­am­ide business acquired from Solvay. In the previous year, we
­discontinued operations. Figures for 2016 have not been restated.
division in the previous year. In the Industrial Solutions segment, recorded integration costs of €303 million, primarily for the integration
For more information on the development of Accelerator sales, see page 45 onward EBIT before special items was on a level with the previous year. of the businesses acquired from Bayer in the Agricultural Solutions
For more information on the development of CO2 emissions, see page 131 For an explanation of the indicator EBIT before special items, see page 34 segment.
For the definition of special items, see page 34

BASF Report 2020 56

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Results of Operations

Special items EBITa, b, c ROCE

Million € Million € Million €
2020 2019 2020 2019
2020 –191
Restructuring measures –952 –627 EBIT of BASF Group –191 4,201
2019 4,201 '18

Integration costs –157 –303 – EBIT of Other –1,203 –518

2018 5,974 '17

Divestitures –76 286 EBIT of the segments 1,012 4,719

2017 7,587 '16

Other charges and income –2,566 202 Cost of capital basis of segments, average of
2016 6,275 '15 60,111 60,900
month-end figures
Total special items in EBIT –3,751 –442
a EBIT for 2019 has been restated to reflect the reclassification of income from non-integral companies ROCE% 1.7 7.7
­accounted for using the equity method to net income from shareholdings. Figures for the years 2016 to 2018
have not been restated.
At –€191 million, EBIT for the BASF Group in 2020 was consider- b EBIT for 2018 was reduced by the share attributable to construction chemicals activities due to their
­presentation as discontinued operations. Figures for the years 2016 and 2017 have not been restated.
ably below the previous year’s level (2019: €4,201 million). This c EBIT for 2017 was reduced by the share attributable to oil and gas activities due to their presentation as
­discontinued operations. Figures for 2016 have not been restated.
Capital employed
figure ­includes income from integral companies accounted for using Million €
the equity method, which declined from €265 million to €220 million. 2020 2019

We use the indicator return on capital employed (ROCE). It mea- Intangible assets 14,249 14,832
sures the profitability of the capital employed by the segments. + Property, plant and equipment 20,210 20,472
ROCE was 1.7%, after 7.7% in the previous year. The decline in
+ Integral investments accounted for using the equity
1,395 1,527
ROCE was primarily due to considerably lower EBIT. Capital method
­employed declined, mainly due to the impairments recognized as a + Inventories 10,469 11,593
consequence of the coronavirus pandemic, and currency effects.1
+ Accounts receivable, trade 9,379 10,061
For more information on the determination of ROCE, see page 33
+ Current and noncurrent other receivables and other
The calculation of EBIT as part of our statement of income is shown in the Consolidated Financial 3,149 1,913
assetsa
Statements on page 222
+ Assets of disposal groups 1,260 502

Cost of capital basis of segments, average of

60,111 60,900
month-end figures

+ Deviation from cost of capital basis at closing rates

–3,948 –1,534
as of December 31

+ Assets not included in cost of capital 24,129 27,584

of which disposal group for the construction

– 2,706
chemicals business

Assets of the BASF Group as of December 31 80,292 86,950

a Including customer/supplier financing and other adjustments

1 For more information on net assets, see page 61 onward

BASF Report 2020 57

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Results of Operations

Net income from shareholdings, financial result and income The negative income before income taxes led to tax income of the Wintershall companies. Earnings per share were –€1.15, com-
after taxes €91 million, after a tax expense of €756 million in 2019. As not all pared with €9.17 in 2019.
impairments were tax deductible, the BASF Group’s tax rate was For information on the items in the statement of income, see the Notes to the Consolidated Financial
▪▪ Net income from shareholdings of –€909 million negatively only 5.8% in 2020 (previous year: 22.9%). Statements from page 228 onward
For information on the tax rate, see the Notes to the Consolidated Financial Statements from page 259
impacted by i­mpairments at the shareholding in onward
­Wintershall Dea Income after taxes from continuing operations declined from For more information on the results of operations of discontinued operations, see the Notes to the
▪▪ Earnings per share of –€1.15 after €9.17 in the previous €2,546 million to –€1,471 million. Income after taxes from discon- Consolidated Financial Statements on page 239

year tinued operations decreased from €5,945 million in 2019 to

€396  million in 2020. The 2020 figure includes the book gain of Additional indicators for results of operations
At –€909 million, net income from shareholdings1 was €715 million €358 million from the sale of the construction chemicals business
below the prior-year figure. The decrease was primarily due to and the income after taxes of the former Construction Chemicals ▪▪ Adjusted earnings per share decline from €4.00 to €3.21
impair­ments of assets at the Wintershall Dea group, Kassel/Ham- division until November 30, 2020.2 This amounted to €38 million, ▪▪ EBITDA before special items and EBITDA considerably
burg, Germany, in the amount of €791 million, mainly as a result of €14 million above the figure for the full year 2019. In the previous below previous year
lower oil and gas price forecasts and changed reserve estimates. year, income after taxes from discontinued operations included the
This ­reduced Wintershall Dea’s earnings contribution from –€86 mil- book gain of €5,684 million on the deconsolidation of the Wintershall We also use alternative performance measures (APMs) to steer the
lion in the previous year to –€890 million. The contribution from companies and their income after taxes until deconsolidation on BASF Group. Investors, analysts and rating agencies use them to
­Solenis UK International Ltd., London, United Kingdom, improved April 30, 2019. assess our performance. These are not defined by IFRS. As such,
by €25 million year on year to –€46 million. Higher income from the methods of calculation can differ from those used by other
other shareholdings, primarily due to write-ups, had a positive Noncontrolling interests generated income of €15 million, after companies. Alternative performance measures for the results of
­impact on net income from shareholdings. expenses of €70 million in 2019. This was due to higher losses at operations are EBIT before special items, EBITDA before special
BASF Petronas Chemicals Sdn. Bhd., Kuala Lumpur, Malaysia, as a items, EBITDA, the EBITDA margin and adjusted earnings per share.
The financial result amounted to –€462 million in 2020, compared result of impairments, as well as from lower earnings at BASF Total Other APMs are net debt,3 free cash flow3 and capital expenditure
with –€705 million in the previous year. Petrochemicals in Port Arthur, Texas, owing to an unplanned outage (capex).4
of the steam cracker. The prior-year figure also included the shares
The interest result improved by €92 million to –€373 million, due in in the gas transportation companies until deconsolidation on Income from operations before depreciation, amortization and
part to lower interest expenses for financial indebtedness. The other April 30, 2019. special items (EBITDA before special items) and income from
financial result improved by €151 million to –€89 million, primarily operations before depreciation and amortization (EBITDA) are
driven by lower expenses in connection with bonds in foreign cur- Net income amounted to –€1,060 million, considerably below the indicators that describe operational performance independent of
rency and the corresponding hedging instruments, as well as by prior-year figure of €8,421 million. This was primarily attributable to age-related depreciation and amortization of assets and any impair-
lower net interest expenses from pension and similar obligations. the impairments recognized in 2020 as described above. The ment or reversal of impairment. Both figures are therefore particularly
Higher interest income on income taxes also contributed here. ­prior-year figure included the book gain from the deconsolidation of useful in cross-company comparisons. EBITDA before special items is
also highly useful in making comparisons over time. The EBITDA
Income before income taxes decreased from €3,302 million in the margin is a relative indicator and is calculated as the ratio of EBITDA
previous year to –€1,562 million in 2020, mainly as a result of the to sales revenue, enabling operational performance to be compared
impairments described above. independent of the size of the underlying business.

1 To increase reporting transparency, as of January 1, 2020, companies accounted for using the equity method that are not an integral part of the BASF Group are classified as purely financial investments and presented under net income from shareholdings. For more information, see the Notes to the Consolidated Financial Statements on page 228.
2 The construction chemicals business was transferred in two steps, on September  30, 2020, and on November 30, 2020.
3 For more information on these indicators, see the Financial Position from page 63 onward
4 For more information on capex, see Value-Based Management on page 34 and Material Investments and Portfolio Measures on page 50

BASF Report 2020 58

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Results of Operations

EBITDA before special items declined by €889 million year on year EBITDA Compared with earnings per share, adjusted earnings per share is
to €7,435 million in 2020. At €6,494 million, EBITDA was down Million € firstly adjusted for special items. Amortization, impairment and
€1,691 million from the prior-year figure. The EBITDA margin was 2020 2019 reversal of impairment on intangible assets are then eliminated.
­
11.0% in 2020, compared with 13.8% in the previous year. EBIT –191 4,201 Amortization of intangible assets primarily results from the purchase
+ Depreciation and amortizationa 3,805 3,660 price allocation following acquisitions and is therefore of a temporary
nature. The effects of these adjustments on income taxes and on
+ Impairments and reversals of impairments on
­intangible assets and property, plant and 2,880 324 noncontrolling interests are also considered. This makes adjusted
­equipmenta
EBITDA before special items earnings per share a suitable measure for making comparisons over
Million € Depreciation, amortization, impairments and time and predicting future profitability.
­reversals of impairments on intangible assets 6,685 3,984
2020 2019
and property, plant and equipment
EBIT –191 4.201 In 2020, adjusted earnings per share amounted to €3.21, compared
EBITDA 6,494 8,185
– Special items –3,751 –442 with €4.00 in the previous year.
Sales revenue 59,149 59,316
For information on the earnings per share according to IFRS, see the Notes to the Consolidated
EBIT before special items 3,560 4,643
EBITDA margin % 11.0 13.8 ­Financial Statements on page 248
+ Depreciation and amortizationa 3,805 3,660
a Excluding depreciation, amortization, impairments and reversals of impairments attributable to the
­discontinued construction chemicals business
+ Impairments and reversals of impairments on
­property, plant and equipment and intangible 70 21
­assets before special itemsa
Adjusted earnings per share
Depreciation, amortization, impairments and
­reversals of impairments on property, plant and Million €
3,875 3,681
equipment and intangible assets before special
2020 2019
items
Income after taxes –1,075 8,491
EBITDA before special items 7,435 8,324
– Special itemsa –4,606 –484
a Excluding depreciation, amortization, impairments and reversals of impairments attributable to the
­discontinued construction chemicals business
+ Amortization, impairments and reversals of impairments on
1,496 652
intangible assets

– Amortization, impairments and reversals of impairments on

819 8
­intangible assets contained in special items

– Adjustments to income taxes 958 318

– Adjustments to income after taxes from discontinued

251 5,559
­­operations

Adjusted income after taxes 2,999 3,742

– Adjusted noncontrolling interests 54 72

Adjusted net income 2,945 3,670

Weighted average number of outstanding shares (in thousands) 918,479 918,479

Adjusted earnings per share € 3.21 4.00

a Includes special items in net income from shareholdings of €855 million for 2020 and €42 million for 2019

BASF Report 2020 59

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Results of Operations

Sales and earnings Sales and earnings by quarter in 2020a

Million € Million €
2020 2019 +/– Q1 Q2 Q3 Q4 Full year

Sales 59,149 59,316 –0.3 Sales 16,753 12,680 13,811 15,905 59,149

Income from operations before depreciation, Income from operations before depreciation, amortization and special items 2,579 1,229 1,542 2,085 7,435
7,435 8,324 –10.7
amortization and special items Income from operations before depreciation and amortization (EBITDA) 2,428 1,070 1,044 1,952 6,494

Income from operations before depreciation Depreciation and amortizationb 972 1,011 3,682 1,020 6,685
6,494 8,185 –20.7
and amortization (EBITDA) Income from operations (EBIT) 1,456 59 −2,638 932 −191
EBITDA margin % 11.0 13.8 – Special items −184 −167 −3,219 −181 −3,751

Depreciation and amortizationa 6,685 3,984 67.8 EBIT before special items 1,640 226 581 1,113 3,560
Income before income taxes 1,200 −923 −2,786 947 −1,562
Income from operations (EBIT) −191 4,201 .
Income after taxes from continuing operations 881 −888 −2,177 713 −1,471
Special items −3,751 −442 .
Income after taxes from discontinued operations 22 14 13 347 396
EBIT before special items 3,560 4,643 –23.3
Net income 885 −878 −2,122 1,055 −1,060
Income before income taxes −1,562 3,302 . Earnings per share € 0.97 −0.96 −2.31 1.15 −1.15
Income after taxes from continuing operations −1,471 2,546 . Adjusted earnings per share € 1.26 0.25 0.60 1.10 3.21

Income after taxes from discontinued

396 5,945 –93.3
­operations

Net income −1,060 8,421 . Sales and earnings by quarter in 2019a

Earnings per share € −1.15 9.17 . Million €

Q1 Q2 Q3 Q4 Full year
Adjusted earnings per share € 3.21 4.00 –19.8
Sales 15,596 14,478 14,556 14,686 59,316
a Depreciation and amortization of property, plant and equipment and intangible assets (including impairments
and reversals of impairments) Income from operations before depreciation, amortization and special items 2,642 1,885 1,980 1,817 8,324
Income from operations before depreciation and amortization (EBITDA) 2,770 1,546 2,259 1,610 8,185
Depreciation and amortizationb 991 1,039 923 1,031 3,984
Income from operations (EBIT) 1,779 507 1,336 579 4,201
Special items 29 −488 280 −263 −442
EBIT before special items 1,750 995 1,056 842 4,643
Income before income taxes 1,556 293 1,177 276 3,302
Income after taxes from continuing operations 1,163 243 917 223 2,546
Income after taxes from discontinued operations 277 5,686 18 −36 5,945
Net income 1,406 5,954 911 150 8,421
Earnings per share € 1.53 6.48 1.00 0.16 9.17
Adjusted earnings per share € 1.64 0.83 0.89 0.64 4.00

a Quarterly results not audited

b Depreciation and amortization of property, plant and equipment and intangible assets (including impairments and reversals of impairments)

BASF Report 2020 60

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Net Assets

Net Assets

Assets Assets

December 31, 2020 December 31, 2019 ▪▪ Decline in total assets due to impairments and divestiture
Million € % Million € % of the construction chemicals business
Intangible assets 13,145 16.4 14,525 16.7
Total assets amounted to €80,292 million as of December 31, 2020,
Property, plant and equipment 19,647 24.5 21,792 25.1
significantly below the prior-year level (€86,950 million).
Integral investments accounted for using the equity methoda 1,878 2.3 1,885 2.2

Non-integral investments accounted for using the equity method a

10,874 13.5 13,123 15.1 Noncurrent assets declined by €5,536 million to €50,424 million. All
Other financial assets 582 0.7 636 0.7 items except deferred tax assets contributed here. The main driver
Deferred tax assets 3,386 4.2 2,887 3.3 was the €2,145 million decrease in property, plant and equipment to
Other receivables and miscellaneous assets 912 1.1 1,112 1.3
€19,647 million, primarily due to the impairments recognized as a
consequence of the coronavirus pandemic. Negative currency
Noncurrent assets 50,424 62.7 55,960 64.4
­effects of €934 million also contributed to the decline. Additions to
property, plant and equipment amounted to €4,075  million. This
Inventories 10,010 12.5 11,223 12.9 figure included additions of €559 million from the acquisition of the
Accounts receivable, trade 9,466 11.8 9,093 10.5 integrated polyamide business from Solvay. Depreciation amounted
Other receivables and miscellaneous assets 4,673 5.8 3,790 4.4 to €3,130  million. At €10,874  million, non-integral investments
accounted for using the equity method were also considerably
­
Marketable securities 207 0.3 444 0.5
­below the prior-year level (€13,123  million), mainly as a result of
Cash and cash equivalents 4,330 5.4 2,427 2.8
impair­ments and currency effects relating to the shareholding in
Assets of disposal groups 1,182 1.5 4,013 4.6 Winters­hall Dea. Integral investments accounted for using the equity
Current assets 29,868 37.3 30,990 35.6 method were on a level with the prior year, at €1,878 million.
Total assets 80,292 100.0 86,950 100.0
Intangible assets declined by €1,380 million to €13,145 million. This
a T
 o increase reporting transparency, as of January 1, 2020, companies accounted for using the equity method that are not an integral part of the BASF Group are classified as purely financial investments and presented separately
in the balance sheet. For more information, see the Notes to the Consolidated Financial Statements on page 228. was likewise primarily attributable to impairments, amortization and
currency effects. Additions of €691 million, mainly in connection with
the acquisition of the integrated polyamide business from Solvay,
had an offsetting effect.
More information on the above transactions can be found on page 51 of this Management’s Report
and in the Notes to the Consolidated Financial Statements from page 235 onward

BASF Report 2020 61

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Net Assets

Other financial assets were slightly below the prior-year level,

­declining by €54 million to €582 million. Other receivables and mis-
cellaneous assets decreased by €200  million compared with the
previous year to €912  million. This was mainly due to the lower
positive fair values of derivatives and the decline in loans and interest
receivables.

Deferred tax assets rose by €499 million to €3,386 million, primarily

as a result of higher pension provisions and the recognition of
­deferred tax assets for tax loss carryforwards.

Current assets declined by €1,122 million to €29,868 million. This

was largely the result of the derecognition of the disposal group for
the construction chemicals business (€2,831 million). We recorded
a €1,213 million decrease in inventories to €10,010 million, mainly
due to the reduction in inventories in all segments and currency
­effects. Marketable securities declined by €237 million to €207 mil-
lion.

This was partially offset by the €1,903 million increase in cash and

cash equivalents compared with the previous year. At €4,330 mil-
lion, this safeguards the BASF Group’s liquidity in times of crisis.

Other receivables and miscellaneous assets rose by €3,790 million

to €4,673  million, driven mainly by an increase in precious metal
trading positions due to higher prices, as well as higher tax refund
claims.

The €373 million increase in trade accounts receivable to €9,466 mil-

lion was largely attributable to strong business developments in the
fourth quarter.
For more information on the composition and development of individual asset items, see the Notes
to the Consolidated Financial Statements from page 228 onward

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Financial Position

Financial Position

Equity and liabilities Equity and liabilities

December 31, 2020 December 31, 2019 ▪▪ Equity ratio of 42.8%, compared with 48.7% in previous
Million € % Million € % year
Paid-in capital 4,291 5.3 4,291 4.9
▪▪ Net debt declines to €14,677 million

Retained earnings 37,911 47.2 42,056 48.4

Equity decreased by €7,952 million compared with the previous
Other comprehensive income –8,474 –10.5 –4,850 –5.6
year to €34,398 million. Retained earnings declined by €4,145 mil-
Noncontrolling interests 670 0.8 853 1.0 lion to €37,911 million. This was the result of dividend payments for
Equity 34,398 42.8 42,350 48.7 2019 and negative net income for 2020. Other comprehensive
­income amounted to –€8,474 million, after –€4,850 million in the
Provisions for pensions and similar obligations 8,566 10.7 7,683 8.8
previous year. The decrease was primarily due to currency effects
and actuarial losses.
Deferred tax liabilities 1,447 1.8 1,764 2.0

Tax provisions 587 0.7 516 0.6

The equity ratio decreased from 48.7% to 42.8%.
Other provisions 1,484 1.9 1,340 1.5

Financial indebtedness 15,819 19.7 15,015 17.3 Compared with the end of 2019, noncurrent liabilities rose by
Other liabilities 1,711 2.1 1,678 1.9 €1,618 million to €29,614 million. This was primarily attributable to
the increase in provisions for pensions and similar obligations from
Noncurrent liabilities 29,614 36.9 27,996 32.2
€7,683 million to €8,566 million, mainly as a result of slightly lower
discount rates in all relevant currency zones.
Accounts payable, trade 5,291 6.6 5,087 5.9

Provisions 2,825 3.5 2,938 3.4 In addition, noncurrent financial indebtedness rose by €804 million
Tax liabilities 988 1.2 756 0.9 to €15,819 million. This was mainly due to the issue of two euro-
Financial indebtedness 3,395 4.3 3,362 3.9
bonds (including one green bond) in the amount of €1 billion each,
as well as new bank loans taken out for approximately €500 million.
Other liabilities 3,440 4.3 3,427 3.9
The reclassification of a eurobond with a carrying amount of around
Liabilities of disposal groups 341 0.4 1,034 1.2
€1 billion to current financial indebtedness and the early repayment
Current liabilities 16,280 20.3 16,604 19.1 of U.S. bonds worth around €400 million had an offsetting effect. At
Total equity and liabilities 80,292 100.0 86,950 100.0 €1,484 million, other provisions were €144 million below the figure
as of December 31, 2019.

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Financial Position

Deferred tax liabilities declined from €1,764 million in the previous Net debt Maturities of financial indebtedness
year to €1,447 million, while tax provisions were up €71 million from Million € Million €
the 2019 year-end figure, at €587 million. December 31, December 31,
2021 3,395
2020 2019

Noncurrent financial indebtedness 15,819 15,015 2022 2,310

Current liabilities declined by €324 million to €16,280 million,
2023 2,121
­primarily due to the derecognition of the disposal group for the + Current financial indebtedness 3,395 3,362

construction chemicals business. Financial indebtedness 19,214 18,377 2024 1,351

– Marketable securities 207 444 2025 1,787

The €113 million year-on-year decrease in current provisions to 2026 and beyond 8,250
– Cash and cash equivalents 4,330 2,427
€2,825 million largely resulted from lower personnel obligations. This
Net debt 14,677 15,506
was partially offset by higher provisions for restructuring measures.
Tax liabilities rose by €232 million compared with the previous year BASF enjoys good credit ratings, especially compared with compet-
to €988 million. Trade accounts payable increased by €204 million itors in the chemical industry. On December  8, 2020, Standard  &
to €5,291 million. Financing policy and credit ratings Poor’s confirmed its long and short-term ratings for BASF of
A/A-1/outlook negative. Fitch confirmed its rating for BASF of
At €3,395 million, current financial indebtedness was €33 million ▪▪ Financing principles remain unchanged A/F1/outlook stable on February 12, 2021. Moody’s confirmed its
above the prior-year figure. This was mainly due to the above-­ ▪▪ Rated A by Moody’s, Standard & Poor’s and Fitch rating for BASF of A
­ 3/P-2/outlook stable on February 12, 2021.
mentioned reclassification of the eurobond from noncurrent to
­current financial indebtedness and the issue of commercial paper. Our financing policy aims to ensure our solvency at all times, limiting We have solid financing. Corporate bonds form the basis of our
The increase was largely offset by the planned repayment of euro- the risks associated with financing and optimizing our cost of ­capital. medium to long-term debt financing. These are issued in euros and
bonds worth around €1,300 million. We preferably meet our external financing needs on the ­international other currencies with different maturities as part of our €20  billion
capital markets. debt issuance program. The goal is to create a balanced maturity
Net debt declined by €829 million compared with December 31, profile, diversify our investor base and optimize our debt capital
2019, to €14,677 million as cash and cash equivalents rose at a We strive to maintain a solid A rating, which ensures unrestricted ­financing conditions.
faster rate than financial indebtedness. access to financial and capital markets. Our financing measures are
For more information on the composition and development of individual balance sheet items, see the aligned with our operational business planning as well as the For short-term financing, we use BASF  SE’s global commercial
Notes to the Consolidated Financial Statements from page 228 onward
­company’s strategic direction and also ensure the financial flexibility ­paper program, which has an issuing volume of up to $12.5 billion.
For more information on the development of the balance sheet, see the Ten-Year Summary on pages
314 to 317
to take advantage of strategic options. As of December 31, 2020, commercial paper with a carrying amount
of €1,290  million was outstanding under this program. A firmly
committed, syndicated credit line of €6  billion was taken out in
January 2019 to cover the repayment of outstanding commercial
paper. It can also be used for general company purposes. In the
second quarter of 2020, we took out a one-year credit line with
several banks with a total volume of €3 billion. Neither credit line was
used at any point in 2020. Our external financing is therefore largely
independent of short-term fluctuations in the credit markets.

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Financial Position

Financing instruments Statement of cash flows ­ ecrease to €3,129 million in payments made for property, plant
d
Million € and equipment and intangible assets.
3,735 Liabilities to banks
▪▪ Cash flows from operating activities and free cash flow
Commercial paper 1,290 lower year on year Cash flows from financing activities amounted to –€1,556 million,
compared with –€6,405 million in the previous year. Dividend pay-
€19,214 million Cash flows from operating activities amounted to €5,413 million, ments of €3,139 million were partially offset by the net cash inflow of
14,189 Bonds and other compared with €7,474 million in the previous year. The decrease in €1,580 million from the change in financial and similar liabilities. The
liabilities to the capital market cash flows from operating activities was largely due to the cash tied total cash outflow of €6,405 million in the previous year was due in
up in receivables, especially in trade accounts receivable. The devel- particular to the net cash outflow from the change in financial and
opment of trade accounts receivable tied up cash of €994 million in similar liabilities and dividend payments of €3,064 million.
BASF Group’s most important financial contracts contain no side 2020, compared with cash released of €1,208 million in the previous
agreements with regard to specific financial ratios (financial cove- year. This could not be offset by the €370 million increase in cash Cash and cash equivalents amounted to €4,335 million as of
nants) or compliance with a specific rating (rating trigger). released from reduction in inventories. December 31, 2020. They rose by a cash-effective amount of
­
€1,953 million in 2020.
To minimize risks and leverage internal optimization potential within At –€1,060 million, net income was down €9,481 million from the
the Group, we bundle the financing, financial investments and prior-year figure in 2020. However, the main causes of the decline in Free cash flow, which remains after deducting payments made for
­foreign currency hedging of BASF SE’s subsidiaries within the BASF earnings did not affect cash flows from operating activities: net property, plant and equipment and intangible assets from cash
Group where possible. Foreign currency risks are primarily hedged ­divestiture and disposal gains, which were €6,060 million higher flows from operating activities, represents the financial resources
centrally using derivative financial instruments in the market. in the previous year, were reclassified using miscellaneous items remaining after investments. It declined to €2,284 million compared
to cash flows from investing activities. Moreover, depreciation with €3,650 million in the previous year due to the decrease in cash
Our interest risk management generally pursues the goal of reducing and amortization of property, plant and equipment and intangible flows from operating activities.
interest expenses for the BASF Group and limiting interest risks. assets exceeded the prior-year figure by €2,533 million due to­
Interest rate hedging transactions are therefore conducted with
­ higher impair­ments. In addition, negative income from companies
banks in order to turn selected liabilities to the capital market from accounted for using the equity method reduced earnings by
­
fixed to variable interest rates or vice versa. €821 million in 2020 compared with the previous year. This likewise
For more information on the financing tools and hedging instruments used, see Note 21 from did not have any effect on cash.
page 279 onward and Note 26 from page 291 onward in the Notes to the Consolidated Financial
Statements
Cash flows from investing activities amounted to –€1,904 million
in 2020, meaning that cash outflows were €714 million higher than
in the previous year. This was mainly attributable to the €1,001 mil-
lion increase in payments made for acquisitions. In 2020, €1,240 mil-
lion was paid for the polyamide business acquired from Solvay.
Payments received from divestitures were at the prior-year level. In
addition, cash inflows from the disposal of property, plant and
equipment and intangible assets in 2020 was €677 million lower
than in the previous year. This was offset by the €695  million

BASF Report 2020 65

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Financial Position

Statement of cash flows Free cash flow

Million € Million €
2020 2019 2020 2019

Net income –1,060 8,421 Cash flows from operating activities 5,413 7,474

Depreciation and amortization of property, plant and equipment and intangible assets 6,751 4,218 –P
 ayments made for property, plant and
3,129 3,824
equipment and intangible assets
Changes in net working capital –400 1,410
Free cash flow 2,284 3,650
Miscellaneous items 122 –6,575

Cash flows from operating activities 5,413 7,474

Cash flow

Payments made for property, plant and equipment and intangible assets –3,129 –3,824 Billion €

Acquisitions/divestitures 1,280 2,361

10
Changes in financial assets and miscellaneous items –55 273
8
Cash flows from investing activities –1,904 –1,190 6
4

Capital increases/repayments and other equity transactions 3 1

2
0
Changes in financial and similar liabilities 1,580 –3,342 2016 2017 2018 2019 2020
Dividends –3,139 –3,064 Cash flows from operating activities
Cash flows from financing activities –1,556 –6,405 Payments made for property, plant and equipment and intangible assets
 Free cash flow

Cash-effective changes in cash and cash equivalents 1,953 –121

Cash and cash equivalents at the beginning of the period and other changes 2,382 2,576

Cash and cash equivalents at the end of the yeara 4,335 2,455

a In 2020 and 2019, cash and cash equivalents presented in the statement of cash flows deviated from the figures in the balance sheet due to the reclassification of cash and cash equivalents to disposal groups: €5 million for the
pigments business as of December 31, 2020, and €21 million for the construction chemicals business and €7 million for the pigments business as of December 31, 2019.

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Actual Development Compared With Outlook for 2020

Actual Development Compared With Forecast/actual comparisona

Outlook for 2020

Sales EBIT before special items ROCE

BASF Group sales in 2020 were at the prior-year level, contrary to 2020 forecast 2020 actual 2020 forecast 2020 actual 2020 forecast 2020 actual
our forecast at the beginning of the year of sales growth to between Chemicals slight increase considerable decline considerable decline considerable decline slight increase considerable decline
€60  billion and €63  billion. Sales development in the Chemicals,
Materials considerable increase considerable decline considerable decline considerable decline considerable decline considerable decline
­Industrial Solutions and Materials segments in particular was weaker
Industrial Solutions slight increase considerable decline considerable increase at prior-year level considerable decline considerable decline
than expected at the beginning of 2020. Lower demand as a conse-
quence of the coronavirus pandemic led to a slight overall decline in Surface Technologies slight increase considerable increase slight increase considerable decline at prior-year level considerable decline

volumes in the BASF  Group, contrary to our assumptions. After Nutrition & Care considerable increase slight decline slight increase slight decline considerable increase slight increase
forecasting lower prices, we were able to slightly increase price Agricultural Solutions considerable increase slight decline slight increase considerable decline slight increase considerable decline
­levels as a result of significantly higher precious metal prices. EBIT Other at prior-year level considerable decline considerable increase considerable decline – –
before special items amounted to €3,560 million, falling short of the
BASF Group €60 billion–€63 billion b
€59,149 million €4.2 billion–€4.8 billion b
€3,560 million 6.7%–7.7% b
1.7%
€4.2 billion to €4.8 billion range we had forecast in February 2020.
Earnings developments did not meet our expectations, especially in a For sales, “slight” represents a change of 1–5%, while “considerable” applies to changes of 6% and higher. “At prior-year level” indicates no change (+/–0%). For earnings, “slight” means a change of 1–10%, while “considerable”
is used for changes of 11% and higher. “At prior-year level” indicates no change (+/–0%). At a cost of capital percentage of 9% for 2020, we define a change in ROCE of 0.1 to 1.0 percentage points as “slight,” a change of more
the Surface Tech­nologies and Agricultural Solutions segments and than 1.0 percentage points as “considerable” and no change (+/–0 percentage points) as “at prior-year level.”
b We withdrew our outlook in April 2020 and updated it in October 2020, forecasting sales of between €57 billion and €58 billion, EBIT before special items of between €3.0 billion and €3.3 billion, and a ROCE of between 0.0%
in Other. The BASF  Group’s return on capital employed (ROCE) and 1.0%.

declined considerably rather than slightly compared with 2019.

ROCE was also considerably below the cost of capital percentage. instead of rising slightly as expected. This was due to lower margins In the Dispersions  & Pigments division, too, sales volumes were
In April 2020, we withdrew the outlook provided in February 2020 in both divisions as a result of the effects of the corona­virus pan- merely on a level with the previous year. In a continued challenging
due to the uncertainty surrounding the length and spread of the demic and special charges, mainly for impairments on property, market environment, the segment’s EBIT before special items was
coronavirus pandemic, as well as the measures to contain it. In plant and equipment. at the prior-year level, after we had forecast a considerable increase.
October 2020, we forecast sales of between €57 billion and €58 bil- This was mainly driven by volumes development. ROCE was con-
lion. We e­ xpected EBIT before special items of between €3.0 billion Sales in the Materials segment declined considerably, contrary siderably below the prior-year level, as expected.
and €3.3 billion and a ROCE of between 0.0% and 1.0%. to our forecast of considerable sales growth. Lower prices and
negative currency effects exceeded the positive contribution from We considerably improved sales in the Surface Technologies
Sales in the Chemicals segment declined considerably in 2020, the acquisition of Solvay’s integrated polyamide business. Volumes segment, outperforming our forecast of a slight increase. The
after we had expected slight growth at the beginning of the year. did not meet expectations either and were lower rather than higher. ­increase was primarily attributable to considerably higher sales in
This was largely the result of lower prices than expected in both This was mainly attributable to weaker demand from our customer the Catalysts division as a result of higher precious metal prices.
­divisions. Also, volumes were at the prior-year level overall, contrary indus­tries as a result of the coronavirus pandemic, especially from This more than offset the sales decrease in the Coatings division,
to our forecast of volume growth. We were able to ­increase volumes the automotive industry. EBIT before special items and ROCE which declined considerably rather than slightly. EBIT before special
in the Intermediates division as planned. By contrast, sales volumes ­declined considerably as expected. items declined considerably, contrary to our expectations of a
in the Petrochemicals division remained at the prior-year level. This slight ­increase. This was mainly due to volumes development in the
was primarily due to the effects of the coronavirus pandemic and Sales in the Industrial Solutions segment declined considerably, ­Coatings division and higher fixed costs in the Catalysts division.
lower product availability owing to the unplanned outage at the falling short of our expectations of slight growth. This was primarily Improved earnings in precious metal trading were unable to com-
steam cracker in Port Arthur, Texas. EBIT before special items due to lower price levels in both divisions. Contrary to our forecast, pensate for this. ROCE declined considerably and was thus below
­declined considerably as expected. ROCE declined considerably we recorded lower volumes in the Performance Chemicals division. our expectations. This was largely the result of special charges,

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Actual Development Compared With Outlook for 2020

mainly for goodwill impairments in the surface treatments cash-­ In 2020, we invested a total of €2.9  billion in capital expenditures
generating unit, and for property, plant and equipment in the Cata- (capex), excluding additions from acquisitions, IT investments, res-
lysts division. toration obligations and right-of-use assets arising from leases. The
figure forecast in February 2020 was €3.4  billion and the figure
In the Nutrition & Care segment, sales declined slightly instead of forecast in April 2020 was €2.8 billion.
rising considerably as forecast. Although both divisions increased For information on our expectations for 2021, see page 155 onward
sales volumes as forecast, this was unable to compensate for nega­ For information on investments, see page 50
tive currency effects and the expected decrease in price levels. EBIT
before special items also declined slightly instead of rising slightly,
mainly as a result of sales developments. Rather than ­increasing
considerably as expected, ROCE rose only slightly, primarily due to
impairments in connection with the optimization of production sites
within the Nutrition & Health division.

Contrary to our forecast at the beginning of the year of a consider-

able increase, sales in the Agricultural Solutions segment declined
slightly in a continued challenging market environment. We only
­increased sales volumes slightly, not considerably, which meant that
significantly negative currency effects could not be offset. EBIT
­before special items declined considerably as a result. We had
­anticipated a slight increase at the beginning of 2020. ROCE also
declined con­ sider­
ably, contrary to our assumption of a slight
­increase. This was primarily due to special charges for streamlining
the global glufosinate-­ammonium production network.

Sales in Other were considerably below the previous year in 2020,

instead of being at the 2019 level as expected. This was mainly due
to the sales decrease in commodity trading and the remaining activi­
ties of BASF’s paper and water chemicals business, which were not
part of the transfer to Solenis and are reported under Other. We
were unable to considerably increase EBIT before special items as
forecast. Instead, EBIT before special items declined considerably
due to lower contributions from other businesses.

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Business Review by Segment

Business Review by Segment

Segment overview Contributions to total sales by segment
Million €
Income from operations before
­depreciation and amortization Income from operations (EBIT) Chemicals 14% '18

Sales (EBITDA) before special items

Materials 18% '17

2020 2019 2020 2019 2020 2019

Industrial Solutions 13% '16

Chemicals 8,071 9,532 1,237 1,545 445 791

Surface Technologies 28% '15

Materials 10,736 11,466 1,556 1,691 835 1,003

Nutrition & Care 10% '14

Industrial Solutions 7,644 8,389 1,099 1,327 822 820

Agricultural Solutions 13%
Surface Technologies 16,659 13,142 900 1,120 484 722
Other 4%
Nutrition & Care 6,019 6,075 1,152 1,189 773 793

Agricultural Solutions 7,660 7,814 1,582 1,647 970 1,095

Contributions to EBITDA by segment'18
Other 2,360 2,898 –1,032 –334 –769 –581
'17

BASF Group 59,149 59,316 6,494 8,185 3,560 4,643

Chemicals 19% '16 '18

Materials 24% '15 '17

Industrial Solutions 17% '14 '16

Segment overview
Surface Technologies 14% '15
Million €
Income from operations Investments including Nutrition & Care 18% '14
(EBIT) Assets acquisitionsa
Agricultural Solutions 24%
2020 2019 2020 2019 2020 2019
Other –16%
Chemicals –192 622 7,896 8,978 871 1,108

Materials –109 973 9,118 8,782 1,957 784

Industrial Solutions 630 889 6,402 6,903 331 426

Surface Technologies –587 663 11,691 11,773 585 565

Nutrition & Care 688 644 6,214 6,399 510 595

Agricultural Solutions 582 928 14,840 16,530 459 320

Other –1,203 –518 24,131 27,585 156 299

BASF Group –191 4,201 80,292 86,950 4,869 4,097

a Additions to property, plant and equipment (of which from acquisitions: €559 million in 2020 and €3 million in 2019) and intangible assets (of which from acquisitions: €691 million in 2020 and –€37 million in 2019)

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Business Review by Segment

Salesa Contributions to EBIT before special items by segment

Million €
Q1 Q2 Q3 Q4
Chemicals 13% '18

2020 2019 2020 2019 2020 2019 2020 2019

Materials 23% '17

Chemicals 2,350 2,548 1,791 2,180 1,783 2,429 2,147 2,375

Industrial Solutions 23% '16

Materials 2,874 2,931 2,143 2,961 2,657 2,894 3,062 2,680

Surface Technologies 14% '15

Industrial Solutions 2,098 2,186 1,819 2,141 1,844 2,130 1,883 1,932
Nutrition & Care 22% '14

Surface Technologies 4,328 3,022 3,099 3,161 4,142 3,325 5,090 3,634
Agricultural Solutions 27%
Nutrition & Care 1,582 1,561 1,555 1,495 1,427 1,519 1,455 1,500
Other –22%
Agricultural Solutions 2,819 2,649 1,766 1,796 1,474 1,561 1,601 1,808

Other 702 699 507 744 484 698 667 757

BASF Group 16,753 15,596 12,680 14,478 13,811 14,556 15,905 14,686

Income from operations (EBIT) before special itemsa

Million €
Q1 Q2 Q3 Q4

2020 2019 2020 2019 2020 2019 2020 2019

Chemicals 174 306 –2 119 46 251 227 115

Materials 209 323 –80 334 217 266 489 80

Industrial Solutions 273 264 163 243 186 205 200 108

Surface Technologies 220 151 –151 129 200 206 215 236

Nutrition & Care 254 222 256 220 143 225 120 126

Agricultural Solutions 809 740 120 121 26 73 15 161

Other –299 –256 –80 –171 –237 –170 –153 16

BASF Group 1,640 1,750 226 995 581 1,056 1,113 842

a Quarterly results not audited

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Business Review by Segment

Income from operations (EBIT)a

Million €
Q1 Q2 Q3 Q4

2020 2019 2020 2019 2020 2019 2020 2019

Chemicals 170 302 –18 –37 –504 248 160 109

Materials 119 321 –102 319 –546 262 420 71

Industrial Solutions 240 407 133 228 78 207 179 47

Surface Technologies 217 144 –176 125 –803 192 175 202

Nutrition & Care 244 124 255 207 86 224 103 89

Agricultural Solutions 787 772 95 29 –304 43 4 84

Other –321 –291 –128 –364 –645 160 –109 –23

BASF Group 1,456 1,779 59 507 –2,638 1,336 932 579

a Quarterly results not audited

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Chemicals

Chemicals
The Chemicals segment consists of the Petrochemicals
and Intermediates divisions. It supplies the other segments
with basic chemicals and intermediates, contributing to the
­organic growth of our key value chains. Alongside internal
transfers, our customers mainly come from the chemical and
plastics industries. We aim to expand our competitiveness
through technological leadership and operational excellence.

Divisions
Sales
Petrochemicals
Broad portfolio of high-quality basic chemicals and specialties
­tailored to the needs of internal and external customers that serve as
starting materials for products such as dispersions, paints, coatings, Intermediates €2,645 million 2020: Petrochemicals €5,426 million
plastics, insulating materials and hygiene products Change: –8% €8,071 million Change: –19%
Percentage of sales: 33% Percentage of sales: 67%
Intermediates Change:
Comprehensive portfolio of intermediates and specialties, which are –15%
used as precursors for products such as coatings, plastics, textile 2019:
fibers, pharmaceuticals and crop protection products €9,532 million

Factors influencing sales Income from operations before special items

Million €

Volumes 0% 2020 '18

445

Prices –13% 2019 '17

791

Portfolio 0% Change: –€346 million

Currencies –2%

Sales –15%

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Chemicals

Strategy  How we create value – an example 

▪▪ Integrated production facilities form core of Verbund

▪▪ Technological leadership and operational excellence
­provide most important competitive edge

The Chemicals segment is at the heart of the Verbund. Its produc-

tion facilities supply BASF’s segments with basic chemicals and
intermediates to produce higher value-added products. In this way,
the segment makes a significant contribution to BASF’s organic
growth. The Chemicals segment is also a reliable supplier ChemCyclingTM
and provides chemicals of consistently high quality and markets An innovative approach to recycling plastic waste
them to customers in downstream industries.
Value for the environment Value for BASF and for our customers
We create value through process and product innovation and invest Recycled raw materials used in the Verbund from 2025 Number of sales products using recycled raw materials
in research and development to implement new, sustainable onward
technologies and to make our existing technologies even more
­
efficient. Technological leadership, operational excellence and a
­
clear focus on individual value chains are among our most important
250,000 metric tons 40 products
competitive advantages. We concentrate on the critical success
factors of the classic chemicals business: leveraging economies of ChemCyclingTM is a vital lever in creating a circular economy for As part of its ChemCyclingTM project, BASF uses pyrolysis oil
scale and the advantages of our Verbund, high asset reliability, plastics. The project covers plastic waste for which high-value produced by partners from post-consumer plastic waste as a
continuous optimization of access to raw materials, lean and energy processing is not yet available and makes it possible to produce feedstock in its Verbund production. We manufacture virgin-grade
efficient processes, and reliable, cost-effective logistics. Further- virgin-grade chemical products from recycled feedstocks. At the plastics from the pyrolysis oil according to a mass balance
more, we are constantly improving our global production structures same time, greenhouse gas emissions are lower than for conven- ­approach. Currently, BASF already has 40 independently certi-
and aligning these with regional market requirements. We continu- tional products made from primary fossil resources as the waste fied sales products with an allocated share of recycled raw
ously improve our value chains and are expanding our market is no longer incinerated. In 2020, we processed around ­materials in its portfolio. These products have the same p
­ roperties
­position – especially in Asia – with investments and collaborations in 1,000  metric tons of recycled raw materials in the Verbund, as those produced from fossil raw materials. This means that our
growth markets. ­saving the same amount of fossil resources. We plan to succes- customers can process them in the same way as conventionally
sively ­increase the use of recycled feedstocks over the coming produced products and use them in demanding applications
years. The ChemCyclingTM project will play a significant part in such as food packaging or automotive parts. Our customers
achieving BASF’s target of using 250,000 metric tons of recycled commercially marketed the first applications based on ­chemically
and waste-based feedstocks annually from 2025 onward. recycled plastic waste in 2020.
For more information on ChemCyclingTM, see page 116 onward

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Chemicals

There is continued focus on the construction of an integrated Products, customers and applications
Verbund site in Zhanjiang in the southern Chinese province of
­
Guangdong. Division Products Customer industries and applications

Petrochemicals Ethylene, propylene, butadiene, benzene, Use in the BASF Verbund

­alcohols, solvents, plasticizers, alkylene oxides,
As part of a memorandum of understanding signed in October glycols, acrylic monomers, styrene and Chemical and plastics industry, construction,
2019, the Abu Dhabi National Oil Company, the Adani group, BASF ­polystyrene, styrenic foams, superabsorbents ­detergent, hygiene, automotive, packaging and
textile industries; production of paints, coatings,
and Borealis AG have completed a joint feasibility study for a cosmetics, oilfield and paper chemicals
­chemical complex in Mundra, India. The global economic uncertain-
Intermediates Basic products: butanediol and derivatives, Use in the BASF Verbund
ties caused by the coronavirus pandemic led the partners to put the ­alkylamines and alkanolamines, neopentyl glycol,
project on hold in November 2020. The partners remain convinced formic and propionic acid Chemical, plastics, coatings, construction,
­automotive, textile, pharmaceutical and
of the strong fundamentals represented by the Indian market and Specialties: specialty amines such as tertiary ­agricultural ­industries; production of detergents
­butylamine and polyetheramine, gas treatment and cleaners as well as crop protection products
have agreed to re-examine market conditions in the future.
chemicals, vinyl monomers, acid chlorides, and textile ­fibers
­chloroformates, chiral intermediates
In our existing 50:50 joint venture BASF-YPC Company Limited
(BYC) in Nanjing, China, BASF and Sinopec plan to further expand
the site to strengthen the joint production of chemical products in Material investments
China. In addition, in 2020 we increased the production capacity for
neopentyl glycol at the Nanjing site to further support the growth of
Location Project  Additional annual capacity  Total annual capacity Startup
our customers in China. Strategically, we continue to invest in through expansion (metric tons)  (metric tons) 
growth markets, such as the planned expansion of production Antwerp, Belgium Expansion: ethylene oxide plant n/a n/a 2022
­capacities for tertiary ­butylamines in Nanjing, China, by 2022.
Nanjing, China Expansion: neopentyl glycol plant a
40,000 80,000 2020

Expansion: tertiary butylamine plant 30% increase – 2022

At our Verbund site in Antwerp, Belgium, we are expanding our
ethylene oxide plant. The project also includes several downstream a Operated by a joint venture with Sinopec

plants, for example, to produce surfactants. After completing the

multi-stage startup process for the new, highly efficient acetylene
plant in Ludwigshafen, Germany, we have improved our competi-
tiveness and strengthened the product line’s sustainability.

As part of the global optimization of production structures, BASF

Idemitsu Co. Ltd, a joint venture between BASF and Idemitsu Kosan
Co. Ltd., closed a production plant for butanediol in Chiba, Japan,
in 2020. Another butanediol plant operated by our joint venture
BASF Petronas Chemicals Sdn. Bhd. in Kuantan, Malaysia, will be
closed in 2021.

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Chemicals

Production capacities of selected productsa

Sites

South America,  Annual capacity

Product Europe North America Asia Pacific
­Africa, Middle East
(metric tons) 

Acrylic acid • • • • 1,510,000

Alkylamines • • • 250,000

Formic acid • • • 305,000

Benzene • • • 910,000

Butadiene • • • 680,000

Butanediol equivalents • • • 645,000

Ethanolamines and derivatives • • 430,000

Ethylene • • • 3,480,000

Ethylene oxide • • • 1,445,000

Neopentyl glycol • • • 255,000

Oxo-C4 alcohols (calculated as butyraldehyde) • • • 1,625,000

PolyTHF ® • • • 350,000

Propionic acid • • 180,000

Propylene • • • 2,630,000

Styropor®/Neopor® • • 545,000

Superabsorbents • • • • 590,000

Plasticizers • • 595,000

a All capacities are included at 100%, including plants belonging to joint operations and joint ventures.

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Chemicals

Business review Segment data – Chemicals

Million €
▪▪ Sales down 15% to €8,071 million, mainly due to lower 2020 2019 +/–

prices Sales to third parties 8,071 9,532 –15%

▪▪ EBIT before special items declines 44% to €445 million as of which Petrochemicals 5,426 6,670 –19%
a result of considerably lower contributions from both
Intermediates 2,645 2,862 –8%
­divisions
Intersegment transfers 2,861 3,428 –17%

Sales to third parties in the Chemicals segment declined by Sales including transfers 10,932 12,960 –16%

€1,461  million year on year to €8,071  million in 2020. This was Income from operations before depreciation, amortization and special items 1,305 1,574 –17%
­primarily due to the considerable decrease in the Petrochemicals Income from operations before depreciation and amortization (EBITDA) 1,237 1,545 –20%
division, where sales declined by €1,244 million to €5,426 million. At EBITDA margin % 15.3 16.2 –
€2,645  million, sales in the Intermediates division decreased by
Depreciation and amortization a
1,429 923 55%
€217 million compared with the prior-year figure.
Income from operations (EBIT) –192 622 .

Factors influencing sales – Chemicals Special items –637 –169 .

EBIT before special items 445 791 –44%

Chemicals Petrochemicals Intermediates
Return on capital employed (ROCE) % –2.2 6.8 –
Volumes 0% 0% 1%
Assets 7,896 8,978 –12%
Prices –13% –17% –7%
Investments including acquisitionsb 871 1,108 –21%
Portfolio 0% 0% 0%
Research and development expenses 96 108 –11%
Currencies –2% –2% –2%
a Depreciation and amortization of property, plant and equipment and intangible assets (including impairments and reversals of impairments)
b Additions to property, plant and equipment and intangible assets
Sales –15% –19% –8%

Sales development was mainly driven by significantly lower prices. Volumes matched the prior-year level. The Intermediates division Petrochemicals – Sales by region
In the Petrochemicals division, prices declined in almost all value recorded slightly higher volumes in Asia, mainly in the amines busi- Location of customer
chains as a result of lower raw materials prices and higher product ness. This was offset by lower sales volumes, e ­ specially in the South America, Africa, Middle East 6%
availability on the market. Higher product availability on the market amines business in Europe and in the butanediol and derivatives Asia Pacific 11%
also led to lower prices in the Intermediates division, particularly in business in North America. In the Petrochemicals division, volumes
the acids and polyalcohols business and in the butanediol and were at the level of the previous year. Sales ­volumes declined, 57% Europe
derivatives business. Sales were also negatively impacted by
­ ­primarily due to the effects of the coronavirus pandemic and the €5,426 million
North America 26%
­currency effects. unplanned outage at the steam cracker in Port Arthur, Texas. The
main offsetting factor was higher volumes of steam cracker prod-
ucts in Europe.

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Chemicals

Intermediates – Sales by region

Location of customer
South America, Africa, Middle East 4%

40% Europe
Asia Pacific 40%
€2,645 million

North America 16%

Income from operations (EBIT) before special items was

€445 million, €346 million below the 2019 figure. The considerable
decrease affected both divisions, but in particular the P
­ etrochemicals
division, and was primarily attributable to lower margins.

EBIT declined by €814 million year on year to –€192 million. This

included special charges of €637 million, mainly for impairments on
property, plant and equipment in North America, Asia and Europe.
These primarily reflected expectations of a prolonged oversupply of
basic chemicals and the resulting decrease in prices and margins.
See page 155 for the outlook for 2021

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Materials

Materials
The Materials segment is composed of the Performance
Materials division and the Monomers division. The Materials
segment’s portfolio comprises advanced materials and their
precursors for new applications and systems. These include
isocyanates and polyamides as well as inorganic basic
products and specialties for the plastics and plastics
­
­processing industries. We want to focus primarily on organic
growth through differentiation via specific technological
expertise, industry know-how and customer proximity to
­
maximize value in the isocyanate and polyamide value chains.
Sales
Divisions

Performance Materials Monomers €5,101 million 2020: Performance Materials €5,635 million
Polyurethanes, thermoplastics and foam specialties for sectors such Change: –6% €10,736 million Change: –7%
as the transportation, construction and consumer goods industries, Percentage of sales: 48% Percentage of sales: 52%
as well as for industrial applications Change:
–6%
Monomers 2019:
Isocyanates and polyamides as well as inorganic basic products €11,466 million
and specialties for sectors such as the plastics, automotive and
construction industries

Factors influencing sales Income from operations before special items

Million €

Volumes –5% 2020 835

'18

Prices –5% 2019 1,003

'17

Portfolio 6% Change: –€168 million

Currencies –2%

Sales –6%

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Materials

Strategy  How we create value – an example 

▪▪ Industry-leading portfolio of high-performance materials

and their precursors, leveraging two integrated value
Adipic acid
More sustainable adipic acid production in Ludwigshafen reduces carbon footprint
chains
▪▪ Differentiated products and solutions for the automotive, Value for the environment Value for BASF
construction and consumer goods industries
CO2 avoided per year Annual production volume

The Materials segment provides a toolbox of high-performance

materials that is unique in the industry. Our major integrated isocya-
100,000
nate and polyamide value chains are complemented by a number of metric tons  720,000 metric tons
specialties for the plastics and plastics processing industries. The
Materials segment offers specially developed polymers and solu-
tions to customer industries such as automotive, construction, The synthesis of adipic acid is a very complex process in Adipic acid is a monomer used in the production of polyamides
electrical and electronics, and consumer goods. which nitrous oxide is produced. BASF re-uses the nitrous and polyesters. It is also used as a chemical intermediate, for
oxide in the Verbund instead of decomposing it, as is usual in example to produce plastics for the automotive industry. BASF
We cater to the growing needs of consumers in all key markets by the chemicals industry. Most of the nitrous oxide is isolated produces around 720,000 metric tons of adipic acid per year
developing new applications, high-performance materials, systems and used as a feedstock in the Intermediates division. BASF at its sites in Ludwigshafen, Germany; Chalampé, France; and
and digital solutions. Application know-how, industry knowledge avoids 100,000 metric tons of CO2 per year through investments Onsan, South Korea.
and customer proximity are key differentiators. BASF’s competence in our production plants and the strength of our Verbund in
in this field is extended by advanced material simulation capabilities, Ludwigs­hafen, Germany. The carbon footprint can be further
which are a unique selling proposition in the industry. reduced with ­ additional measures such as using the mass
­balance a
­ pproach, electricity from renewable sources and the
Additional differentiators, which continue to gain importance, are our ChemCycling™ method.
products that enable a circular economy and our sustainable pro-
duction approaches. BASF plays a vital role in substantial parts of
plastic value chains, from monomers to polymers and their
formulated specialties. This offers us the unique opportunity to
­ On January  31, 2020, BASF closed the acquisition of Solvay’s ­ roduction plants along the entire value chain for polyamide 6.6.­­
p
shape and close cycles with our technological capabilities. One ­integrated polyamide business, which was agreed in September At closing, approximately 700 Solvay employees joined BASF.
­example is a recent development of a chemical recycling process for 2017. The transaction broadens BASF’s polyamide capabilities, For more information on the transaction with Solvay, see page 51
used mattresses. ­allowing us to support our customers with even better engineering
plastics solutions for applications such as autonomous driving
Differentiated service and product offerings enable us to continu- and e-mobility. It also enhances access to growth markets in Asia
ously expand the application horizon of our portfolio. The segment’s as well as in North and South America. Through the backward inte-
global production network allows us to operate close to our gration into the key raw material adiponitrile (ADN), BASF now has
­customers.

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Materials

In May 2020, BASF started construction of the first plants at its Products, customers and applications
smart Verbund site in Zhanjiang in the southern Chinese province of
Guangdong. This came as another milestone in the development of Division Products Customer industries and applications

the company’s investment project since its official commencement Performance Materials Engineering plastics, biodegradable plastics, foam specialties, Automotive manufacture, electrical engineering, packaging,
polyurethanes games, sports and leisure, household, mechanical engineering,
in November 2019. The plants will produce engineering plastics and construction, agriculture, medical technology, sanitation and
thermoplastic polyurethane (TPU) to serve the increasing needs of ­water industry, solar thermal energy and photovoltaics
various growth industries in the southern China market and in other Monomers Isocyanates (MDI, TDI), ammonia, caprolactam, adipic acid, chlo- Use in the BASF Verbund
Asian markets. rine, urea, glues and impregnating resins, caustic soda, polyam-
ides 6 and 6.6, standard alcoholates, sulfuric and nitric acid Industries such as plastics, woodworking, furniture, packaging,
textile, construction and automotive

Production capacities of selected productsa

Sites

South America,  Annual capacity

Product Europe North America Asia Pacific
Africa, Middle East
(metric tons) 

Ammonia • • 1,765,000

Chlorine • 595,000

Urea • 545,000

Isocyanates • • • 2,610,000

Polyamides 6 and 6.6 • • • 925,000

Polyamide precursors • • • 1,420,000

Propylene oxide • 675,000

Sulfuric acid • 920,000

a All capacities are included at 100%, including plants belonging to joint operations and joint ventures.

Material investments

Location Project Startup

Geismar, Louisiana Construction: MDI synthesis unit 2020

Guaratinguetá, Brazil Capacity expansion: sodium methylate 2020

Zhanjiang, China Construction: engineering plastics plant 2022

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Materials

Business review Segment data – Materials

Million €
▪▪ Sales 6% below previous year at €10,736 million, mainly as 2020 2019 +/–

a result of lower prices and volumes Sales to third parties 10,736 11,466 –6%
▪▪ EBIT before special items down 17% at €835 million, of which Performance Materials 5,635 6,064 –7%
­primarily due to lower polyamide margins and volumes
Monomers 5,101 5,402 –6%

Intersegment transfers 720 849 –15%

Sales to third parties in the Materials segment declined by
€730  million compared with 2019 to €10,736  million. The decline Sales including transfers 11,456 12,315 –7%

was mostly attributable to the Performance Materials division, where Income from operations before depreciation, amortization and special items 1,714 1,719 0%
sales decreased by €429 million year on year to €5,635 million. The Income from operations before depreciation and amortization (EBITDA) 1,556 1,691 –8%
Monomers division recorded a sales decrease of €301  million to EBITDA margin % 14.5 14.7 –
€5,101 million.
Depreciation and amortization a
1,665 718 132%

Factors influencing sales – Materials Income from operations (EBIT) –109 973 .

Special items –944 –30 .

Performance EBIT before special items 835 1,003 –17%
Materials Materials Monomers
Return on capital employed (ROCE) % –1.1 10.7 –
Volumes –5% –6% –4%
Assets 9,118 8,782 4%
Prices –5% –4% –7%
Investments including acquisitionsb 1,957 784 150%
Portfolio 6% 5% 7%
Research and development expenses 182 193 –6%
Currencies –2% –2% –2%
a Depreciation and amortization of property, plant and equipment and intangible assets (including impairments and reversals of impairments)
Sales –6% –7% –6% b Additions to property, plant and equipment and intangible assets

The sales decrease was due in part to lower prices. In the Mono-
mers division, prices levels declined for polyamides in particular due the automotive industry in Europe and North America in particular. volumes. In Asia, sales volumes grew in 2020 after a weak first half
to lower raw materials prices and higher product availability on the The Monomers division recorded lower volumes, especially of of the year, driven by strong demand in China, while volumes in
market. Isocyanate prices also decreased. In the Performance ­toluene diisocyanates (TDI) and polyamides. Europe and North America remained below the prior-year level.
Materials division, prices declined for engineering plastics and
­ Sales in the consumer goods industry declined, primarily due to
­polyurethane systems in particular as a result of lower raw materials Currency effects had a slightly negative impact on sales. lower prices, while volumes were only slightly below the level of the
prices. previous year. Higher volumes in Asia, especially in the appliances
Sales in both divisions were positively impacted by portfolio effects segment, were able to partially offset lower sales volumes in Europe
Sales were also reduced by lower volumes in both divisions due to from the acquisition of Solvay’s integrated polyamide business. and North America. Sales also decreased considerably in the
the effects of the coronavirus pandemic. In the Performance Materi- ­construction industry due to lower volumes and prices. Significantly
als division, volumes declined for engineering plastics, polyurethane In the Performance Materials division, sales to the automotive indus- higher sales volumes in Asia, especially in China, were ­unable to
systems and Cellasto, primarily as a result of weaker demand from try were considerably below the previous year due mainly to lower offset lower volumes in Europe and North America.

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Materials

Performance Materials – Sales by region EBIT declined by €1,082 million year on year to –€109 million. This
Location of customer included special charges of €944 million, mainly for impairments on
South America, Africa, Middle East 4% property, plant and equipment in Europe due to a continued over-
supply and the resulting pressure on prices and margins.
Asia Pacific 36% See page 155 for the outlook for 2021
36% Europe
€5,635 million

North America 24%

Monomers – Sales by region

Location of customer
South America, Africa, Middle East 6%

Asia Pacific 31% 44% Europe

€5,101 million

North America 19%

Income from operations (EBIT) before special items declined by

€168 million compared with the previous year to €835 million. This
was attributable to a considerable decrease in the Monomers
­division, mainly due to lower polyamide margins and volumes.

In the Performance Materials division, EBIT before special items was

slightly above the prior-year level, primarily as a result of improved
margins.

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Industrial Solutions

Industrial Solutions
The Industrial Solutions segment consists of the Disper­
sions & Pigments and the Performance Chemicals divisions.
It develops and markets ingredients and additives for
­industrial applications, such as fuel and lubricant solutions,
polymer dispersions, pigments, resins, electronic materials,
antioxidants, light stabilizers, oilfield chemicals, and mineral
processing and hydrometallurgical chemicals. We aim to
grow organically in key industries such as automotive,
­plastics, electronics, and energy and resources, and expand
our position in value-enhancing additives and solutions by
leveraging our comprehensive industry expertise and appli-
Sales
cation know-how.

Divisions Performance Chemicals €2,775 million 2020: Dispersions & Pigments €4,869 million
Change: –14% €7,644 million Change: –6%
Dispersions & Pigments Percentage of sales: 36% Percentage of sales: 64%
Raw materials used to formulate products in the coatings, Change:
construc­tion, paper, printing and packaging, adhesives and elec- –9%
tronics industries 2019:
€8,389 million
Performance Chemicals
Customized products for various customer industries such as
chemicals, plastics, consumer goods, energy and resources, as well
as automotive and transportation

Factors influencing sales Income from operations before special items

Million €

Volumes –2% 2020 '18

822

Prices –4% 2019 '17

820

Portfolio –1% Change: €2 million

Currencies –2%

Sales –9%

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Industrial Solutions

Strategy  How we create value – an example 

▪▪ Tailor-made products and solutions improve our

­ ustomers’ applications and processes
c OPPANOL® B12 BMBcert™
▪▪ Global presence ensures reliable supply to customers in First polyisobutene derived from 100% renewable resources
all regions
Value for the environment Value for BASF
We take on the challenges posed by important future issues, Reduces greenhouse gas Annual volume of the relevant market in Europe
­especially those resulting from population growth: scarce resources, emissions by
environmental and climatic stressors, as well as the desire for better
quality of life. To achieve this, we focus on research and develop-
ment and maintain close relationships with leading companies in our
up to 85%  >15,000 metric tons
customer industries. We position ourselves globally to reliably supply
customers in all regions. We invest in the development of i­nnovations More and more industrial businesses are actively working to BASF has been marketing and developing polyisobutene for
that enable our products and processes – as well as our customers’ ­reduce their carbon footprint, and sustainable production is also ­almost 90 years, setting standards on the market for this unique
applications and processes – to make a contribution to sus­tainability, playing an increasingly important role for customers when product. Since being launched in 1931, OPPANOL® has been a
for example, by allowing resources to be used more efficiently. choosing which product to buy. Its properties make OPPANOL® key competitive differentiator in our customers’ products, helping
a key building block for applications such as chewing gum, them to meet their targets. OPPANOL® offers solutions for a wide
Through our focus on the development of sustainable solutions, our ­window sealants and adhesives. OPPANOL® improves product range of different applications. Formulations that provide a
products create additional value for our customers and enable processing for our customers and makes their end products steam barrier, electrical insulation, good adhesion and flexibility
­differentiation. We develop new solutions together with our custom- more efficient. BASF offers a sustainable alternative to con­ at low temperatures (cold flow) are possible, depending on
ers and strive for long-term partnerships that create profitable ventional, fossil-based products with the new-generation poly- the ­requirements. The new and improved OPPANOL® B 12
growth opportunities for both parties. To achieve this, we draw on isobutene OPPANOL® B 12 BMBcert™. By using 100% renew- ­BMBcert™ makes BASF the first company to use the biomass
our innovative strength and our many years of experience and able resources like biogas in the production of OPPANOL® B 12 balance approach to produce and offer this product based on
­in-depth industry expertise. Efficient production setups, backward BMBcert™, BASF reduces greenhouse gas emissions by up to 100% renewable resources. The European market for O ­ PPANOL®
integration in our Production Verbund’s value chains, capacity 85% compared with conventional production processes – with- B 12 BMBcert™ has a volume of over 15,000 metric tons per
­management, and technology and cost leadership are also e­ ssential. out affecting product performance. year.

We support our customers by serving as a reliable supplier with

consistently high product quality, good value offerings and lean
processes. Through our in-depth application knowledge and of production in Kaisten in 2019 and Jurong in 2021, BASF aims to To continue to provide a reliable supply of high-quality dispersions
­technological innovations, we strengthen customer relationships in better serve the growing demand from customers in Asia and solutions in the growing ASEAN, Australian and New Zealand
key industries. ­Europe, the Middle East and Africa. In addition, we plan to increase markets, we have doubled the production capacity for acrylics
­
production capacities for the antioxidant Irganox® 1520L by 20% at ­dispersions in Pasir Gudang, Malaysia. The additional capacities
We are increasing global production capacity for the antioxidant the Pontecchio Marconi site in Italy. The expansion is scheduled to started up in January 2021.
­Irganox® 1010 by 40% through projects to expand production at our come on stream in the first quarter of 2021.
sites in Jurong, Singapore, and Kaisten, Switzerland. With the start

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Industrial Solutions

We expanded our dispersions portfolio at our site in Huizhou, China, Products, customers and applications
to better serve the fast-growing packaging industry in southern
China. The expansion complements our production capacities in Division Products Customer industries and applications

Shanghai, China, reduces lead times and improves raw material Dispersions & Pigments Polymer dispersions, resins, additives, pigments, electronic Coatings, construction, paper, printing and packaging, adhesives
­materials and electronics industries
supply for our customers. Production capacities for water-based
polyurethane dispersions at our Castellbisbal site in Spain were also Performance Chemicals Antioxidants, light stabilizers and flame retardants for plastic Chemicals, plastics, consumer goods, automotive and
­applications ­transportation industries, as well as energy and resources
expanded to meet rising demand.
Fuel and refinery additives, polyisobutene, brake fluids and
­engine coolants, lubricant additives and basestocks,
In July and August 2020, we announced a strategic partnership with ­components for metalworking fluids and compounded lubricants
IntelliSense.io and a strategic investment by BASF in the company
Process chemicals for the extraction of oil, gas, metals and
to combine expertise in mineral processing, ore beneficiation ­minerals; chemicals for enhanced oil recovery
­chemistry and industrial AI technology.
Kaolin minerals

On August  29, 2019, we reached an agreement with DIC, Tokyo,

Japan, on the acquisition of BASF’s global pigments business. The
purchase price on a cash and debt-free basis is €1.15 billion. The
assets and liabilities to be divested were reclassified to a disposal
group in the Dispersions  & Pigments division as of this date. The
transaction is expected to close in the first half of 2021, subject to
the approval of the relevant competition authorities.

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Industrial Solutions

Production capacities of selected productsa

Sites

South America,  Annual capacity

Product Europe North America Asia Pacific
Africa, Middle East
(metric tons) 

Acrylics dispersions • • • • 1,742,000

Formulation additives • • • 66,000

Polyisobutene • • 265,000

a All capacities are included at 100%, including plants belonging to joint operations and joint ventures.

Material investments

Location Project Startup

Castellbisbal, Spain Capacity expansion: water-based polyurethane dispersions 2020

Cincinnati, Ohio Construction: production plant for engine coolants 2020

Huizhou, China Capacity expansion: dispersions for packaging 2020

Jinshan, China Capacity expansion: synthetic esters 2022

Jurong, Singapore Capacity expansion: antioxidants (Irganox ) ®

2021

Pasir Gudang, Malaysia Capacity expansion: production plant for acrylics dispersions 2021

Pontecchio Marconi, Italy Capacity expansion: light stabilizers (Tinuvin  NOR  356)
® ®
2022

Capacity expansion: antioxidants (Irganox®) 2021

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Industrial Solutions

Business review Segment data – Industrial Solutions

Million €
▪▪ Sales down 9% to €7,644 million, mainly due to lower 2020 2019 +/–

­prices Sales to third parties 7,644 8,389 –9%

▪▪ EBIT before special items of €822 million, on a level with of which Dispersions & Pigments 4,869 5,178 –6%
the previous year
Performance Chemicals 2,775 3,211 –14%

Intersegment transfers 375 524 –28%

At €7,644 million, sales to third parties in the Industrial Solutions
segment were €745 million below the prior-year figure in 2020. This Sales including transfers 8,019 8,913 –10%

was due to considerably lower sales in both divisions. Sales declined Income from operations before depreciation, amortization and special items 1,189 1,249 –5%
by €436 million to €2,775 million in the Performance Chemicals divi- Income from operations before depreciation and amortization (EBITDA) 1,099 1,327 –17%
sion and decreased by €309 million to €4,869 million in the Disper- EBITDA margin % 14.4 15.8 –
sions & Pigments division.
Depreciation and amortization a
469 438 7%

Factors influencing sales – Industrial Solutions Income from operations (EBIT) 630 889 –29%

Special items –192 69 .

Industrial Dispersions &  Performance  EBIT before special items 822 820 0%
­Solutions Pigments Chemicals
Return on capital employed (ROCE) % 9.3 12.5 –
Volumes –2% 0% –5%
Assets 6,402 6,903 –7%
Prices –4% –5% –3%
Investments including acquisitionsb 331 426 –22%
Portfolio –1% 0% –4%
Research and development expenses 177 192 –8%
Currencies –2% –1% –2%
a Depreciation and amortization of property, plant and equipment and intangible assets (including impairments and reversals of impairments)
Sales –9% –6% –14% b Additions to property, plant and equipment and intangible assets

The sales performance was driven by lower price levels, especially in

the Dispersions  & Pigments division due to the decrease in raw Sales were additionally reduced by negative currency effects in Dispersions & Pigments – Sales by region
materials prices. both divisions as well as portfolio effects from the transfer of BASF’s Location of customer
­paper and water chemicals business, which was previously reported South America, Africa, Middle East 5%
Lower volumes overall also contributed to the sales decrease. In the under the Performance Chemicals division, to the Solenis group as 38% Europe
Performance Chemicals division, the decline in sales volumes was of January 31, 2019. Asia Pacific 31%
most pronounced in the fuel and lubricant solutions and oilfield
€4,869 million
chemicals businesses. In the Dispersions & Pigments division, vol-
umes were at the level of the previous year.
North America 26%

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Industrial Solutions

Performance Chemicals – Sales by region

Location of customer

South America, Africa, Middle East 11%

38% Europe
Asia Pacific 27%
€2,775 million

North America 24%

Income from operations (EBIT) before special items was on a

level with the previous year at €822  million. Considerably higher
EBIT before special items in the Dispersions  & Pigments division
was offset by a considerably lower contribution from the Perfor-
mance Chemicals division.

The increase in the Dispersions & Pigments division was largely attri­

butable to lower fixed costs, mainly as a result of cost optimization
measures. This more than offset lower margins, primarily from the
price-related decrease in sales.

The decline in the Performance Chemicals division was mainly

­driven by lower volumes.

Compared with 2019, EBIT declined by €259 million to €630 million.

EBIT included special charges of €192 million, mainly in connection
with the carve-out of the pigments business and for impairments
on property, plant and equipment in all regions. This primarily
­reflected the decline in production in the automotive industry as well
as the expected slow recovery due to the effects of the coronavirus
pandemic.
See page 155 for the outlook for 2021

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Surface Technologies

Surface Technologies
The Surface Technologies segment comprises the Catalysts
and Coatings divisions, which offer chemical solutions for
surfaces. Its portfolio serves the automotive and chemical
industries and includes automotive OEM and refinish coat­
ings, surface treatment, catalysts, battery materials, and
precious and base metal services. We improve our cus­
tomers’ applications and processes with tailored products,
tech­ nolo­gies and solutions, and support them through
geographical proximity and supply reliability across all
­
­regions. The aim is to drive BASF’s growth by leveraging our
portfolio of technologies and expanding our position as a
Sales
leading and innovative provider of battery materials and
­surface coatings solutions.

Coatings €3,089 million 2020: Catalysts €13,570 million

Divisions Change: –18% €16,659 million Change: 44%
Percentage of sales: 19% Percentage of sales: 81%
Catalysts Change:
Mobile emissions catalysts, chemical catalysts and adsorbents, 27%
­refining catalysts, battery materials, precious and base metal 2019:
­products and services, precious metal trading, recycling, clean air €13,142 million
technologies

Coatings
Automotive OEM coatings, automotive refinish coatings and
­services, decorative paints, surface-applied treatments for metal,
plastic and glass substrates for a wide range of industries
Factors influencing sales Income from operations before special items
Million €

Volumes –1% 2020 '18

484

Prices 32% 2019 '17

722

Portfolio 0% Change: –€238 million

Currencies –4%

Sales 27%

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Surface Technologies

Strategy  How we create value – an example 

▪▪ Development of chemical solutions for surfaces in close

collaboration with our customers and partners FWC+ catalyst
▪▪ Expanding growth and a leading market position in battery Next generation of BASF’s four-way conversion catalyst for highly efficient particulate removal
materials
Value for our customers Value for BASF
In the Surface Technologies segment, our focus is on the protection, Significantly reduces particulates in Estimated annual sales potential from 2022
modification and development of surfaces. We develop innovative exhaust gas emissions by
products and technologies in close collaboration with our customers
from the catalysts, coatings and battery materials sectors, and offer
precious and base metal as well as surface treatment services. Our
 up to 95%  >€20 million
aim is to drive growth by leveraging our portfolio of technologies to
find the best solution for our customers in terms of functionality and Our automotive customers are increasingly i­nterested in develop­ The conventional four-way conversion catalysts used in gasoline
cost. This helps our customers to drive forward innovation in their ing environmentally friendly engines with lower exhaust emis- engines filter out ultra-fine particles and chemically remove
industries and contribute to sustainable development. sions. We support them with highly efficient catalysts and filters ­substances such as carbon monoxide (CO), unburned hydrocar-
and also help them to meet strict regulatory requirements. The bons (HC) and nitrogen oxides (NOx) in exhaust gas. This exhaust
Key growth drivers for us are the positive medium-term develop- FWC+ catalyst for gasoline engines is an ­example of BASF’s purification technology was significantly improved with the
ment of the automotive market, especially in Asia, the trend toward ­expertise in mobile emissions control. The FWC+ catalyst is a ­development of the FWC+ catalyst – the next generation of the
sustainable, low-emission mobility in the automotive industry, and highly efficient filter that reduces particulates in exhaust gas four-way conversion catalyst. These new, additional components
the associated rise in demand for battery materials for e
­ lectromobility. emissions by up to 95%. This reduces the ­environmental impact in the exhaust system now filter particulates much more ­efficiently
Together with our customers, we are developing customized, and significantly improves air quality. than in the past. The technology was initially introduced to the
­sustainable solutions in these growth areas for battery materials, Chinese passenger car market in 2019 before being launched in
emission control, lightweight engineering concepts and functional Europe in 2020. It has an estimated annual sales potential of
coatings. Our specialties and system solutions enable customers to more than €20 million from 2022 onward.
stand out from their competition.

We aim to expand our position as a leading and innovative provider

of battery materials and benefit from the strong growth in this market ments in Finland and Germany, BASF aims to become the first
segment. A global, customer-focused production network for cathode active materials supplier with local production capacities in
­battery materials is crucial here. In 2020, BASF announced plans to what are ­currently the three main markets: Asia, the United States
invest in a new production plant for cathode active materials in and ­Europe.
Schwarzheide, Germany. The new plant will use precursors from the
precursor plant for cathode active materials in Harjavalta, Finland,
which was announced in 2018. The two plants are scheduled for
startup in 2022 and will produce cathode active materials for around
400,000 fully electric mid-size vehicles per year. With these invest-

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Surface Technologies

Products, customers and applications

Division Products Customer industries and applications

Catalysts Automotive catalysts, process catalysts and technologies Automotive, chemical and pharmaceutical industries, refineries, battery manufacturers, solutions for the
protection of air quality as well as the production of fuels, chemicals, plastics and battery materials
Battery materials

Precious and base metal services

Coatings Coatings solutions for automotive applications, technology and system solutions for surface treatments, decorative paints Automotive industry, body shops, steel industry, aviation, aluminum applications in the architecture and
construction industries, household appliances, painting businesses and private consumers

Material investments

Location Project Startup

Caojing, China Capacity expansion: resin plant 2020

Greenville, Ohio Capacity expansion: resin plant 2021

Harjavalta, Finland Construction: precursor plant for cathode active materials 2022

Jiangmen, China Capacity expansion: automotive refinish coatings plant 2022

Münster, Germany Construction: plant for coating functional films 2020

Construction: laboratory building for automotive coatings 2022

Replacement: small can filling and packaging system 2021

Construction: cathodic dip coating line 2022

Pinghu, China New surface treatment site 2021

Shanghai, China Construction: plant for mobile emissions catalysts 2019/2020

Schwarzheide, Germany Construction: cathode active materials plant 2022

Środa Śla˛ska, Poland Capacity expansion: plant for mobile emissions catalysts 2020

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Surface Technologies

Business review Segment data – Surface Technologies

Million €
▪▪ Sales rise 27% to €16,659 million due to growth in the 2020 2019 +/–

­ atalysts division, mainly as a result of significantly higher

C Sales to third parties 16,659 13,142 27%
precious metal prices of which Catalysts 13,570 9,396 44%
▪▪ EBIT before special items 33% lower at €484 million due
Coatings 3,089 3,746 –18%
to decreases in both divisions
Intersegment transfers 203 212 –4%

Sales to third parties in the Surface Technologies segment rose by Sales including transfers 16,862 13,354 26%

€3,517  million to €16,659  million in 2020. This was due to Income from operations before depreciation, amortization and special items 966 1,173 –18%
­considerably higher sales in the Catalysts division, which rose by Income from operations before depreciation and amortization (EBITDA) 900 1,120 –20%
€4,174  million year on year to €13,570  million. In the Coatings EBITDA margin % 5.4 8.5 –
­division, sales declined by €657 million to €3,089 million.
Depreciation and amortization a
1,487 457 225%

Factors influencing sales – Surface Technologies Income from operations (EBIT) –587 663 .

Special items –1,071 –59 .

Surface EBIT before special items 484 722 –33%
­Technologies Catalysts Coatings
Return on capital employed (ROCE) % –4.8 5.7 –
Volumes –1% 5% –14%
Assets 11,691 11,773 –1%
Prices 32% 43% 1%
Investments including acquisitionsb 585 565 4%
Portfolio 0% 0% 0%
Research and development expenses 246 214 15%
Currencies –4% –4% –5%
a Depreciation and amortization of property, plant and equipment and intangible assets (including impairments and reversals of impairments)
Sales 27% 44% –18% b Additions to property, plant and equipment and intangible assets

Sales growth was largely driven by the strong increase in precious Sales developments was also weighed down by slightly lower Catalysts – Sales by region
metal prices in the Catalysts division. In precious metal trading, ­volumes overall. This was largely the result of weaker demand from Location of customer
sales rose to €7,612  million, mainly as a result of higher prices the automotive and aviation industries due to the effects of the South America, Africa, Middle East 4%
(2019: €4,585 million). The Coatings division also achieved slightly coronavirus pandemic, which significantly depressed volumes
higher prices, primarily in the decorative paints and surface treat- ­development in the Coatings division. Sales volumes declined sig- 35% Europe
Asia Pacific 30%
ments businesses. nificantly here, especially in the automotive OEM coatings, surface
treatments and automotive refinish coatings businesses. Higher €13,570 million
Negative currency effects had an offsetting impact in both divisions. volumes in the Catalysts division for mobile emissions catalysts in
Asia and in p ­ recious metal trading were unable to compensate for North America 31%
this. Sales volumes declined for chemical catalysts and refining
catalysts in particular.

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Surface Technologies

Coatings – Sales by region

Location of customer
South America, Africa, Middle East 13%

35% Europe
Asia Pacific 29%
€3,089 million

North America 23%

Income from operations (EBIT) before special items amounted

to €484 million, €238 million below the prior-year level due to lower
earnings in both divisions. In the Coatings division, this was mainly
attributable to the development of volumes. Lower fixed costs and
lower raw materials prices were unable to compensate for this.
EBIT before special items declined in the Catalysts division, mainly
as a result of higher fixed costs, driven in particular by growth initia-
tives for battery chemicals. This could not be offset by a significant
improve­ment in earnings in precious metal trading.

EBIT decreased by €1,250 million to –€587 million. EBIT included

special charges, mainly for goodwill impairments of €786 million in
the surface treatments cash-generating unit, and for property, plant
and equipment, primarily in the Catalysts division in Europe. This
largely reflected significantly weaker demand due to the effects of
the coronavirus pandemic as well as the expected slow recovery in
the automotive and aviation industries.
See page 155 for the outlook for 2021

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Nutrition & Care

Nutrition & Care

In the Nutrition  & Care segment – consisting of the Care
Chemicals and Nutrition  & Health divisions – we serve the
growing and increasingly sophisticated demands for
fast-moving consumer goods. Our customers include food
and feed producers as well as the pharmaceutical, ­cosmetics,
detergent and cleaner industries. We also offer solutions for
technical applications and for crop protection and plant
nutrition. We strive to expand our position as a leading
­
­provider of ingredients and solutions for consumer applica-
tions in the areas of nutrition, home and personal care. Our
goal is to drive organic growth by focusing on emerging
Sales
markets, new business models and sustainability trends in
consumer markets, supported by targeted acquisitions.

Nutrition & Health €2,030 million 2020: Care Chemicals €3,989 million
Divisions Change: 4% €6,019 million Change: –3%
Percentage of sales: 34% Percentage of sales: 66%
Care Chemicals Change:
Ingredients for the cosmetics, detergent and cleaner industries, –1%
­agrochemical and technical applications 2019:
€6,075 million
Nutrition & Health
Products for the food and feed industries, the flavor and fragrance
industry, the pharmaceutical industry and the bioethanol industry

Factors influencing sales Income from operations before special items

Million €

Volumes 3% 2020 '18773

Prices –1% 2019 '17793

Portfolio 0% Change: –€20 million

Currencies –3%

Sales –1%

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Nutrition & Care

Strategy  How we create value – an example 

▪▪ Organic growth driven by sustainable solutions for

­ merging markets, new business models and ­
e Kolliphor® P 188 Bio
targeted ­acquisitions High-purity poloxamer designed for biologics manufacturing
▪▪ Efficient production structures through strong integration
of standard products into the Verbund Value for our customers Value for BASF
Reduces process-related impurities Estimated annual volume growth
In the Nutrition & Care segment, we strive to expand our position as
a leading provider of nutrition and care ingredients for consumer
applications. We aim to enhance our technology capabilities in fields
such as biotechnology and broaden our product portfolio with bio-
around  40-fold >10%
based and biodegradable innovations. Targeted acquisitions com-
plement our focus on emerging markets, new business models and In drug manufacturing, cultivating cell cultures is a complex Identifying and enhancing key product characteristics in the
sustainability trends in consumer markets. A strong integration of ­process with stringent regulatory requirements that must be met ­manufacturing process enables BASF to meet the needs of its
various standard products such as surfactants and vitamins into the to ensure a high level of purity and cell viability. This enables customers and at the same time, exploit new market opportuni-
Verbund enables efficient production structures and cost leadership. consistent drug production. Kolliphor® P 188 Bio is a high-­ ties. Kolliphor® P 188 Bio is an example of this. Developed and
performance pharmaceutical processing aid from BASF that produced by BASF, this pharmaceutical processing aid is used in
Future growth in our markets will be driven by trends like growing supports the cultivation of cell cultures. It is added to cell culture drug production and ensures product quality, consistency and
consumer awareness and the resulting demand for sustainable systems to reduce risks such as shear stress. A validated performance in cell cultures. With Kolliphor® P 188 Bio, we expect
product solutions, natural and organic ingredients and their ­production process and regular controls ensure the purity and to grow faster than the market for biologics processing aids in the
­traceability. In addition, the shift toward individualization and local quality of Kolliphor® P 188 Bio. Its consistent performance and future by winning new customers from other industries such as
production supports new players and business models. Digitaliza- supply reduce process-related impurities in our customers’ cosmetics. We anticipate annual volume growth of an estimated
tion and a focused technology and product portfolio as well as close ­manufacturing processes around 40-fold. This saves them from over 10%.
cooperation with our customers is crucial to meeting these dynamic conducting additional tests and simplifies the manufacturing
market requirements both now and in the future. process.

Innovation will be the key driver here, which is why we offer our
customers tailor-made solutions and new functionalities via product
and process innovation. Research platforms focusing on bio-based
and biodegradable products have been established to complement the enzyme businesses at BASF. In addition, this business unit flavors and fragrances, and through a cooperation agreement with
our existing portfolio. markets enzymes directly. This allows us to focus and accelerate Conagen, Bedford, Massachusetts, a leader in biotechnology
existing enzyme business in various industries. ­research.
We are working on innovative approaches beyond the existing
­purely chemical solutions with research and development in white In September 2019, BASF entered the market for natural flavors and For standard products such as vitamins or surfactants, we focus on
biotech and fermentation technologies. Our enzymes unit, founded fragrance ingredients with the acquisition of Isobionics, an innova- backward integration in our Production Verbund’s value chains and
in 2018, centrally steers the research, technology and production of tion leader in biotechnology serving the global market for natural cost leadership.

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Nutrition & Care

We expanded our existing ibuprofen production capacities in Products, customers and applications
Bishop, Texas. Our expanded vitamin A production facilities in
­
­Ludwigshafen, Germany, will begin operation in 2021. BASF is also Division Products Customer industries and applications

investing in its integrated complex for ethylene oxide and derivates Care Chemicals Ingredients for skin and hair cleansing and care products, such Cosmetics industry, detergent and cleaner industry,
as emollients, cosmetic active ingredients, polymers and UV agrochemical industry, technical applications for various
such as surfactants at the Verbund site in Antwerp, Belgium. ­filters industries

Ingredients for detergents and cleaners in household, institution

To meet rising demand for high-performance and safe UV filters, or industry, such as surfactants, enzymes, chelating agents,
BASF is investing in a new production line at the Kaohsiung site in ­water-soluble polymers, biocides and products for optical effects
Taiwan and plans to double its global Uvinul®  A  Plus production Chemical ingredients and processing additives, for example for
­capacity by mid-2022. The product is a photostable UVA filter that crop protection, excipients for chemical processes such as
­emulsion polymerization, metal surface treatments or textile
reliably filters the sun’s dangerous UVA rays and provides protection ­processing, as well as products for concrete additives, biofuels
against free radicals and skin damage. and other industrial applications

Nutrition & Health Additives for the food and feed industries, such as vitamins, Food and feed industries, flavor and fragrance industry,
­carotenoids, sterols, enzymes, emulsifiers, omega-3 fatty acids, pharmaceutical industry and bioethanol industry
By the end of 2021, BASF will increase its capacities for methane human milk oligosaccharides
sulfonic acid by around 65% in response to growing cross-industry
Industrial enzymes for bioethanol and food production
demand, strengthening its position as a leading global producer.
This involves an investment to construct a new methane sulfonic Natural and synthetic flavors and fragrances, such as citral,
­geraniol, citronellol, L-menthol and linalool, Isobionics® Santalol,
acid plant at the Ludwigshafen site in Germany. Methane sulfonic valencene and nootkatone
acid is an organic acid used in numerous applications ranging from
Excipients for the pharmaceutical industry and selected,
chemical and biofuel synthesis to industrial cleaning and metal high-volume active pharmaceutical ingredients, such as
­surface treatment in the electronics industry. ­ibuprofen and omega-3 fatty acids

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Nutrition & Care

Production capacities of selected productsa

Sites

South America,  Annual capacity

Product Europe North America Asia Pacific
Africa, Middle East
(metric tons) 

Anionic surfactants • • • • 600,000

Citral • • 78,000

Chelating agents • • • 170,000

Methane sulfonic acid • 30,000

Nonionic surfactants • • • 635,000

a All capacities are included at 100%, including plants belonging to joint operations and joint ventures.

Material investments

Location Project Startup

Antwerp, Belgium Capacity expansion: alkoxylates 2018–2022

Bishop, Texas Capacity expansion: production plant for ibuprofen 2020

Düsseldorf, Germany Gradual upgrade of production plants in accordance with the Good Manufacturing
Practice Standard issued by the European Federation for Cosmetic Ingredients 2022
(EFfCI)

Jinshan, China Capacity expansion: alkoxylates 2020

Kaohsiung, Taiwan New production line: UV filters 2022

Ludwigshafen, Germany Capacity expansion: production plant for methane sulfonic acid 2021

Construction: production plant for vitamin A 2021

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Nutrition & Care

Business review Segment data – Nutrition & Care

Million €
▪▪ Sales decline €56 million to €6,019 million, mainly as a 2020 2019 +/–

r­ esult of negative currency effects Sales to third parties 6,019 6,075 –1%
▪▪ EBIT before special items decreases slightly by €20 million of which Care Chemicals 3,989 4,118 –3%
to €773 million due to lower contribution from the Care
Nutrition & Health 2,030 1,957 4%
Chemicals division
Intersegment transfers 429 490 –12%

Sales to third parties in the Nutrition & Care segment declined by Sales including transfers 6,448 6,565 –2%

€56  million year on year to €6,019  million in 2020. Sales in the Income from operations before depreciation, amortization and special items 1,190 1,214 –2%
­Nutri­tion & Health division improved by €73 million to €2,030 million. Income from operations before depreciation and amortization (EBITDA) 1,152 1,189 –3%
This was unable to fully offset the slight sales decrease of €129 mil- EBITDA margin % 19.1 19.6 –
lion to €3,989 million in the Care Chemicals division.
Depreciation and amortization a
464 545 –15%

Factors influencing sales – Nutrition & Care Income from operations (EBIT) 688 644 7%

Special items –85 –149 43%

Nutrition & Care Care Chemicals Nutrition & Health EBIT before special items 773 793 –3%
Volumes 3% 2% 7% Return on capital employed (ROCE) % 10.6 10.0 –
Prices –1% –2% 0% Assets 6,214 6,399 –3%
Portfolio 0% 0% 0% Investments including acquisitionsb 510 595 –14%
Currencies –3% –3% –3% Research and development expenses 160 161 –1%
Sales –1% –3% 4% a Depreciation and amortization of property, plant and equipment and intangible assets (including impairments and reversals of impairments)
b Additions to property, plant and equipment and intangible assets

The sales performance of both divisions was impacted by negative

currency effects. Sales were positively impacted by higher volumes. Volumes rose Care Chemicals – Sales by region
significantly in the Nutrition & Health division, particularly in the phar­ Location of customer
Sales were also reduced by lower price levels in the Care Chemicals ma­ceutical, aroma ingredients and human nutrition businesses. In South America, Africa, Middle East 9%
division, especially in the home care, industrial and institutional the Care Chemicals division, we recorded higher sales volumes in
cleaning and industrial formulators business. Prices in the Nutrition & the oleo surfactants and fatty alcohols business, as well as in the 52% Europe
Asia Pacific 19%
Health division were on a level with the previous year. home care, industrial and institutional cleaning and industrial formu-
lators business. This was partially offset by lower volumes in the €3,989 million
personal care solutions business.
North America 20%

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Nutrition & Care

Nutrition & Health – Sales by region

Location of customer
South America, Africa, Middle East 10%

37% Europe
Asia Pacific 35%
€2,030 million

North America 18%

Income from operations (EBIT) before special items decreased

by €20 million compared with the previous year to €773 million due
to a slightly lower contribution from the Care Chemicals division.
This was primarily the result of lower sales and a one-off payment
received by the personal care solutions business in the previous
year.

EBIT before special items in the Nutrition & Health division increased

considerably compared with 2019. This was mainly attributable to
higher volumes. Higher fixed costs had an offsetting effect. In the
previous year, fixed costs were reduced by an insurance payment.

EBIT rose by €44 million year on year to €688 million. This included

special charges of €85  million, mainly for impairments and provi-
sions, primarily for the optimization of production structures in the
Nutrition & Health division in North America and Europe.
See page 155 for the outlook for 2021

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Agricultural Solutions

Agricultural Solutions
In the Agricultural Solutions segment, we aim to further
strengthen our market position as an integrated provider of
seeds, crop protection and digital solutions. Our connected
offer comprises fungicides, herbicides, insecticides and
­biological solutions, as well as seeds and seed treatment
products, complemented by digital products to help farmers
achieve better yield. Our strategy is based on innovation-­
driven organic growth and targeted portfolio expansion
­through acquisitions. Customer needs, societal expectations
and regulatory requirements are our innovation drivers.
Sales
Indications and sectors Seeds & Traits €1,495 million
Fungicides €2,267 million
Change: –2%
Change: 3%
Fungicides 2020: Percentage of sales: 30%
Percentage of sales: 19%
Protecting crops against harmful fungal diseases €7,660 million
Seed Treatment €609 million Change:
Herbicides Change: –5% –2%
Reducing competition from weeds for nutrients, water and sunlight Percentage of sales: 8%
2019:
Insecticides €7,814 million
Combating insect pests in agriculture and beyond Herbicides €2,464 million
Insecticides €825 million Change: –6%
Change: 3% Percentage of sales: 32%
Seed Treatment
Percentage of sales: 11%
Improving seeds’ potential with chemical and biological protection
as well as inoculants

Seeds & Traits Factors influencing sales Income from operations before special items
Optimizing and developing seeds and new traits Million €

Volumes 5% 2020 970

'18

Prices 2% 2019 1,095

'17

Portfolio 0% Change: –€125 million

Currencies –9%

Sales –2%

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Agricultural Solutions

Strategy  How we create value – an example 

▪ Innovation-driven strategy for profitable growth in

­selected markets BioSolutions by BASF
▪ Strong customer orientation with a focus on strategic, Natural partners for the cultivation of field and specialty crops and conventional crop protection
­regional crop systems
▪ A wide-ranging portfolio with more sustainable solutions Value for our customers and the environment Value for BASF
Nemasys® C: biological pest control with an effectiveness of BioSolutions by BASF portfolio with annual sales of
Farming is fundamental given that by 2050, the world’s population is
expected to increase by two billion people.1 The growing demand
for food must be reconciled with limited natural resources such as
arable land and water. Agriculture is a key enabler in providing
up to 90% >€150 million
enough healthy, affordable food and responding to changing con-
sumer behavior while reducing the impact on the environment. As Beneficial nematodes provide flexible pest control as they fit into BioSolutions are part of our portfolio for sustainable agriculture. To
one of the world’s leading agricultural solutions companies, we want both conventional and organic farming practices and work across develop BioSolutions, we focus on leveraging in-house expertise
to create a positive impact and help shape a sustainable future for glasshouse and outdoor-grown field crops, fruits and vegetables and strategic partnerships. These solutions are based on natural
farming. At BASF, we believe that the way forward for agriculture is as well as turf. These effective BioSolutions by BASF are in some mechanisms like beneficial nematodes, micro-organisms, plant
to find the right balance – for farmers, agriculture and future genera- cases the only option to limit the spread of destructive pests such extracts and pheromones. They are natural partners for a wide
tions. as the codling moth. The larvae of this pest burrow under the bark range of field and specialty crops and can be used in organic
of apple trees to overwinter, where they cannot be reached with farming or as a complement to conventional crop protection
­
Farmers need to balance resources, technology, climate and other crop protection products. We have developed Nemasys® C ­products. Demand for BioSolutions, including seed treatment, soil
s­ ocietal uncertainty in order to produce in an economically sound beneficial nematodes that reach these overwintering larvae and and foliar applications, results in annual sales of over €150 million.
way. We support them in finding the right balance by focusing more provide up to 90% control in U.S. apple orchards, mitigating insect
than ever on the needs of our customers, societal concerns and numbers for the following year.
regulatory requirements. With a deep understanding of the way
­individual growers manage their farms and crop systems, we p
­ rovide
a connected offer, including seeds, traits, crop protection, and by integrating sustainability criteria into all business and portfolio Our innovative digital products, marketed under the xarvio® Digital
­digital products and solutions. decisions. Farming Solutions brand, help farmers to make better decisions,
enable precision farming and in this way, enhance sustainability.
Our innovation-driven strategy for agriculture focuses on four The success of our customers depends on many factors such as
­selected crop combinations, known as crop systems: 1. soy, corn weather, disease, pest and weed pressure, soil conditions and Investments
(maize) and cotton in the Americas; 2. wheat, canola (oilseed rape) prices for agricultural produce. Our customers strive for better
and sunflowers in North America and Europe; 3. rice in Asia; and 4. yield  – yield produced in ways that are recognized as valuable by The investment in a crop protection production hub in Singapore
fruit and vegetables globally. We actively steer our connected offer society, are kind to the planet and enable farmers to run their farms will, as announced in 2020, supply multiple formulation technologies
for farmers and the agricultural industry toward sustainable solutions profitably in the long term while embracing digital and other new in close proximity to farmers in Asia Pacific. We also invested in the
technologies in day-to-day farm operations. expansion of our production site in Sparks, Georgia, establishing a

1 Source: U.N. World Population Prospects 2019

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Agricultural Solutions

new formulation plant for seed treatment products there. At the Our research and development is based on a global network of Sustainable solutions: We systematically steer our innovation
Nunhem site in the Netherlands, we started the expansion of our ­research sites, seed production and breeding capacities. It positions pipeline according to sustainability criteria from an early stage. This
breeding facilities for vegetable seeds with a state-of-the-art tomato us to seize future market opportunities and increase our competi- ­enables us to continually develop innovations that offer added value
greenhouse. Further investments were made in the modernization of tiveness. for farmers, the environment and society. We also assess each
site infrastructure in the Americas and Europe. To meet continuing product in our existing portfolio with respect to its contribution to
high demand for our innovative solutions in the future, between Our biotechnology activities and our research and development sustainability. In this way, we systematically steer our portfolio to
2021 and 2025, we will invest more than €950 million in developing capabilities comprise advanced breeding techniques, analytics,
­ every year increase the share of sales from solutions that make a
and expanding our infrastructure and in our production and formu- technology platforms and trait validation. To offer tailor-made, substantial sustainability contribution.
lation capacities for active ingredients as well as for seed solutions. ­sustainable crop solutions, our research platform on gene identifica-
tion focuses on plant characteristics that enable higher yields and Digital farming: Digitalization has the power to transform agricul-
Research and development better quality, disease resistance and tolerance of negative environ- ture and make it more efficient, inclusive and sustainable. Our digital
mental factors, such as drought. We apply state-of-the-art scientific solutions help farmers to produce more with less by growing their
Our research and development activities are aligned with our methods, including genetic engineering and selective genome business profitably while reducing their environmental footprint.
­strategic crop systems to support our customers’ success with ­editing. These activities are closely connected to our activities in the
­innovations. In 2020, we spent €840 million on research and devel- field of biotechnology, which are part of BASF’s Bioscience R­ esearch Smart stewardship: Our stewardship tools and services are
opment in the Agricultural Solutions division, representing around division. Corporate research and development expenses, sales, ­tailored to farmers’ daily work. Farmers get the support they need to
11% of the segment’s sales. Our well-stocked innovation pipeline earnings and all other data for BASF’s Bioscience Research division use our products safely: access to tools and services, protective
comprises novel seeds and traits, new chemical and biological crop are not reported in the Agricultural Solutions segment; they continue equipment, customized training, digital solutions and new and
protection products, new formulations and digital solutions to be to be reported under Other. future-­oriented application technologies such as drones.
launched between 2020 and 2030.  With a peak sales potential1 of
more than €7.5 billion, our innovation pipeline has an even stronger Sustainability
focus on sustainable solutions – enabled by a research and devel-
opment process that is driven by sustainability criteria. We innovate In 2020, we launched our Agricultural Solutions sustainability com-
to create new business opportunities for farmers and for BASF by mitments. We focus on four areas to help farmers to find the right
developing solutions that meet the needs of customers and balance: climate-smart farming, sustainable solutions, digital f­ arming
­consumers. By 2030, we will launch more than 30 major pipeline and smart stewardship.
projects across all business areas.  These will provide sustainable
solutions to help farmers achieve better yield in their farm operations Climate-smart farming: We help farmers tackle pressing climate
and promote healthy eating, balancing economic, environment and challenges with the right combination of technologies designed to
societal demands. Research and development activities in the increase yield, make farm management easier and more effective,
­Agricultural Solutions division range from seeds and traits, research and reduce the impact on the environment. Our technologies ­include
and breeding capacities to solutions that protect plants against nitrogen management products to improve fertilizer efficiency and
fungal diseases, insect pests and weeds, and improve soil manage- lower greenhouse gas emissions, no-till herbicides, seeds and traits
ment and plant health. for more stress-resilient crops, natural biological inoculants as well
as digital solutions.

1 Peak sales describes the highest sales value to be expected in one year. For more information, see the Glossary on page 322.

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Agricultural Solutions

Products, customers and applications

Indications and sectors Applications Selected products

Fungicides Protecting crops against harmful fungal diseases; improving plant health, securing yield and Boscalid, dimethomorph, F500®, Initium®, metiram, metrafenone, Revysol®, Serifel®, Xemium®
­harvest quality

Herbicides Reducing competition from weeds for nutrients, water and sunlight to secure yield and harvest Basta®, dimethenamid-p, Engenia®, Finale®, imazamox, Kixor®, Liberty®, pendimethalin, Tirexor®,
quality ­topramezone

Insecticides Combating insect pests in agriculture and beyond, such as in the fields of public health, Alpha-cypermethrin, chlorfenapyr, fipronil, Inscalis®, Interceptor®, Nealta®, teflubenzuron, Termidor®
­professional pest control and landscape maintenance

Seed Treatment Improving seeds’ potential with chemical and biological protection as well as inoculants Flo Rite®, ILEVO®, Integral®, Nodulator® PRO, Poncho®, Serifel®, Systiva®, Vault® HP, Velondis®

Seeds & Traits Seeds and traits for key field crops such as canola (oilseed rape), cotton, soybean and wheat, as Credenz®, FiberMax®, InVigor®, LibertyLink®, Nunhems®, Stoneville®
well as vegetable seeds

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Agricultural Solutions

Business review Segment data – Agricultural Solutions

Million €
▪▪ Sales of €7,660 million, slightly below prior-year level 2020 2019 +/–

­ espite higher volumes due to negative currency effects

d Sales to third parties 7,660 7,814 –2%
▪▪ EBIT before special items of €970 million, down 11% from Intersegment transfers 91 197 –54%
the 2019 figure mainly due to currency effects
Sales including transfers 7,751 8,011 –3%

Income from operations before depreciation, amortization and special items 1,680 1,809 –7%
At €7,660 million, sales to third parties in the Agricultural Solutions
segment were €154 million below the prior-year level in 2020. Sales Income from operations before depreciation and amortization (EBITDA) 1,582 1,647 –4%

performance was significantly weighed down by negative currency EBITDA margin % 20.7 21.1 –
­effects, particularly in the region South America, Africa, Middle East. Depreciation and amortization a
1,000 719 39%
This contrasted with volume growth in a challenging market environ- Income from operations (EBIT) 582 928 –37%
ment. Overall, prices were slightly above the prior-year level.
Special items –388 –167 .

Factors influencing sales – Agricultural Solutions EBIT before special items 970 1,095 –11%

Volumes 5% Return on capital employed (ROCE) % 3.6 5.3 –

Prices 2% Assets 14,840 16,530 –10%

Portfolio 0% Investments including acquisitionsb 459 320 43%

Currencies –9% Research and development expenses 840 879 –4%

Sales –2% a Depreciation and amortization of property, plant and equipment and intangible assets (including impairments and reversals of impairments)
b Additions to property, plant and equipment and intangible assets

In Europe, sales declined by €85 million year on year to €2,035 mil-

lion. This was largely attributable to lower volumes, especially of Sales in Asia rose by €59 million to €844 million. This was largely Agricultural Solutions – Sales by region
herbicides and fungicides, mainly as a consequence of dry weather attributable to higher sales volumes, especially of herbicides and Location of customer
conditions in large parts of Europe. Sales were also reduced by fungicides, primarily in India, China and Australia. Slightly higher South America, Africa, Middle East 23%
negative currency effects, primarily in Turkey and eastern Europe. price levels contributed to the positive sales development, while 27% Europe
Prices were on a level with the previous year. negative currency effects had a dampening impact.

Asia Pacific 11% €7,660 million

Sales in North America decreased by €104 million to €3,004 mil- Sales in the region South America, Africa, Middle East amounted
lion. Prices were slightly below the prior-year level in a continued to €1,777 million, €24 million below the previous year. This was pri-
challenging market environment, especially for herbicides and marily due to significantly negative currency effects, mainly from the North America 39%
fungi­­
cides. Sales development was also weighed down by depreciation of the Brazilian real. Considerably higher volumes in all
negative currency effects. This was partially offset by higher sales indications and sectors, especially in Brazil, and higher price levels
volumes, particularly for fungicides, after the distributor destocking were unable to fully offset the negative currency developments.
and challenges relating to weather conditions and trade conflicts
that dominated the previous year.

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Agricultural Solutions

Income from operations (EBIT) before special items was

€970  million, €125  million below the 2019 figure. This was mainly
due to currency effects.

EBIT amounted to €582 million, €346 million less than in the previ-

ous year. This figure included special charges in the amount of
€388  million, primarily from impairments in connection with mea-
sures to streamline the global glufosinate-ammonium production
network.
See page 155 for the outlook for 2021

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Other

Other

Sales in Other declined by €538 million compared with 2019 to Financial data – Othera
€2,360 million. This was mainly due to the sales decrease in com- Million €
modity trading and the remaining activities of BASF’s paper and 2020 2019 +/–
water chemicals business, which were not part of the transfer to
Sales 2,360 2,898 –19%
Solenis and are reported under Other.
Income from operations before depreciation, amortization and special itemsb –609 –414 –47%

At –€769 million, income from operations before special items in Income from operations before depreciation and amortization (EBITDA) b
–1,032 –334 .

Other was €188  million below the prior-year figure. This is largely Depreciation and amortizationc 171 184 –7%
attributable to lower contributions from other businesses and to Income from operations (EBIT)b –1,203 –518 .
positive effects in 2019, primarily from changes to pension benefits
Special itemsb –434 63 .
in the United States.
EBIT before special items b
–769 –581 –32%

of which costs for cross-divisional corporate research –364 –397 8%

EBIT declined by €685  million to –€1,203  million. This included
special charges, in particular for the realignment of the Global Busi- costs of corporate headquarters –214 –231 7%

ness Services unit. The prior-year figure included special income other businesses 143 179 –20%
from the sale of our share of the Klybeck site in Basel, Switzerland. foreign currency results, hedging and other measurement effects –58 –89 35%

miscellaneous income and expenses –276 –43 .

Assetsd 24,131 27,585 –13%

Investments including acquisitionse 156 299 –48%

Research and development expenses 385 411 –6%

a Information on the composition of Other can be found in the Notes to the Consolidated Financial Statements from page 241 onward.
b The 2019 figures have been restated to reflect the reclassification of income from non-integral companies accounted for using the equity method to net income from shareholdings.
c Depreciation and amortization of property, plant and equipment and intangible assets (including impairments and reversals of impairments)
d Contains assets of businesses recognized under Other as well as reconciliation to assets of the BASF Group
e Additions to property, plant and equipment and intangible assets

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Non-Integral Oil and Gas Business

Non-Integral Oil and Gas Business 

 
–– Russia (production, development) onshore Libya’s Sirte basin to Sarir Oil Operations B.V. (SOO), a
–– United Arab Emirates (development, exploration) newly established joint operating company with the National Oil
Macroeconomic environment –– United Kingdom (production, development, exploration) Corporation (NOC).
The price of a barrel of Brent crude oil averaged $42 in 2020 (previ-
ous year: $64). Gas prices on the European spot markets declined Wintershall Dea’s activities in 2020 Wintershall Dea drilled 11 exploration wells in 2020. Of these,
significantly compared with the previous year. The strong price Wintershall Dea produced 227 million BOE (barrels of oil equivalent) around 64% were successful.
­declines in the first half of 2020 were attributable to the drop in in 2020, of which around 162 million BOE of gas. This corresponded
global macroeconomic demand caused by the coronavirus pan- to a daily production of 623 thousand BOE. Despite the macroeco- Wintershall Dea is also active in gas transportation. This includes
demic. Oil and gas prices partially recovered in the second half of nomic downturn caused by the coronavirus pandemic, Wintershall interests in GASCADE Gastransport GmbH and OPAL Gastransport
the year. Dea was able to increase daily production slightly compared with GmbH & Co. KG held by WIGA Transport Beteiligungs-GmbH & Co.
the period from May 1, 2019, to December 31, 2019. KG, and the interest in Nord Stream AG held directly by Wintershall
Equity-accounted income of the oil and gas business Dea. Wintershall Dea is involved in the financing of the Nord Stream 2
As of January 1, 2020, BASF no longer presents equity-accounted Investment projects continued largely as planned. The Ærfugl pipeline project, but does not hold an interest in the company.
income from Wintershall Dea in the BASF Group’s EBIT and EBIT ­project in Norway started production of phase 1 on schedule and
before special items, but under net income from shareholdings. budget  – a milestone for subsea development in the Norwegian As part of its climate strategy, which was communicated in Novem-
Wintershall Dea contributed –€890 million to net income from share- Sea. How­ever, a number of projects, such as the Njord and Nova ber 2020, Wintershall Dea aims to achieve net zero emissions2 from
holdings in 2020. This included impairments of €791 million, mainly projects in Norway, were delayed by the coronavirus pandemic. upstream activities by 2030 and reduce the methane intensity of
as a result of lower oil and gas price forecasts and changed reserve In Russia, the Achim Develop­ ment joint venture operated with its own natural gas production to 0.1% by 2025. During the next
estimates. In the previous year, Wintershall’s earnings were ­Gazprom, in which Winters­hall Dea holds a 25.01% interest, contin- 10 years, Wintershall Dea intends to invest around €400  million
­presented in income after taxes from discontinued operations until ued field development in blocks 4A and 5A of the Achimov For­ in ­reducing and offsetting greenhouse gas emissions.
the merger of Wintershall and DEA on April  30, 2019. Equity-­ mation. Production is expected to start in the first quarter of 2021.
accounted income from Wintershall Dea in the period from May 1, ­Another investment focus is Egypt, especially the Nile Delta. The In 2020, Winters­hall Dea continued to drive forward the integration
2019, to December 31, 2019, amounted to –€86 million. Raven subproject there commenced production at the beginning of that ­began with the merger and was able to realize the intended
2021. syn­er­
gies. Wintershall Dea has undertaken preparations for a
Wintershall Dea conducts production, development1 and explora- stock ­exchange listing, which is expected to take place over the
tion activities in the following countries: The Achimgaz joint venture with Gazprom successfully drilled further course of 2021 subject to market conditions.
–– Egypt (production, development, exploration) production wells. Production is running at the expected high level.
–– Algeria (production) Severneftegazprom, a joint venture between Gazprom, Wintershall
–– Argentina (production, development, exploration) Dea and OMV, reached a major milestone in 2020: The Yuzhno-­
–– Brazil (exploration) Russkoye field in Russia’s Yamalo-Nenets Autonomous District has
–– Denmark (production, exploration) produced 300 billion cubic meters of natural gas since production
–– Germany (production, development, exploration) began in 2007.
–– Libya (production)
–– Mexico (production, development, exploration) In October 2020, Wintershall Aktiengesellschaft, in which Winters­
–– Netherlands (production, development, exploration) hall Dea holds a 51% interest, transferred operatorship of Contract
–– Norway (production, development, exploration) Areas 91 (formerly concession 96) and 107 (formerly concession 97)

1 Development activities include projects before and after the FID (final investment decision)
2 Scope 1 and 2 emissions from upstream activities operated by Wintershall Dea and upstream activities not operated by Wintershall Dea on a pro rata basis

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Regional Results

Regional Results North America

Regions ▪▪ Sales of €16,440 million at prior-year level

Million € ▪▪ EBIT declines €893 million to –€201 million
Sales Sales Income from operations
by location of company by location of customer by location of companya
Sales at companies located in North America were on a level with the
2020 2019 +/– 2020 2019 +/– 2020 2019 +/–
previous year, at €16,440 million. In local currency terms, they rose by
Europe 24,223 25,706 –6% 23,129 23,827 –3% –1,005 2,125 . 2%. Considerable sales growth in the Surface Technologies segment
of which Germany 10,296 14,049 –27% 5,510 6,123 –10% –1,712 504 . and slightly higher sales in the Nutrition & Care segment were offset
North America 16,440 16,420 0% 15,709 15,948 –1% –201 692 . by considerable sales decreases in the Chemicals, Materials and
­Industrial Solutions segments, as well as slightly lower sales in the
Asia Pacific 14,895 13,384 11% 15,406 14,203 8% 768 1,082 –29%
Agricultural Solutions segment.
South America, Africa, Middle East 3,591 3,806 –6% 4,905 5,338 –8% 247 302 –18%

BASF Group 59,149 59,316 0% 59,149 59,316 0% –191 4,201 . Sales performance was positively impacted by an increase in prices
a The 2019 figures have been restated to reflect the reclassification of income from non-integral companies accounted for using the equity method to net income from shareholdings. on the back of significantly higher price levels in the Surface Technolo­
gies segment. This more than compensated for lower prices in all
Europe Negative currency effects also contributed to the sales decrease. other segments. Sales were weighed down by lower volumes, espe-
Portfolio effects in the Materials segment from the acquisition of cially in the Surface Technologies, Materials, Chemicals and Industrial
▪▪ Sales down 6% compared with 2019 at €24,223 million Solvay’s integrated polyamide business had an offsetting impact. Solutions segments. This was mainly the result of lower demand from
▪▪ EBIT declines €3,130 million to –€1,005 million the automotive industry due to the effects of the coronavirus pan­
At –€1,005 million, EBIT was down €3,130 million from the previous demic and the unplanned outage at the steam cracker in Port Arthur,
Sales at companies located in Europe decreased by 6% year on year. All segments and Other recorded lower contributions, but Texas. Sales were also reduced by negative currency effects.
year to €24,223 million. This was mainly due to considerably lower espe­cially the Materials segment. This was largely attributable to
sales in the Chemicals and Materials segments. Sales also declined impairments. At –€201 million, EBIT was down €893 million from the prior-year
considerably in Other and in the Industrial Solutions and Agricultural ­figure due to significantly lower contributions from almost all ­segments,
Solutions segments, and slightly in the Nutrition & Care segment. We are strengthening our position in the European market with but especially from the Surface Technologies segment. EBIT includes
Considerable sales growth in the Surface Technologies segment invest­ments such as the construction of a precursor plant for cath- special charges, mainly from impairments in the Surface ­Technologies,
was unable to compensate for this. ode active materials in Harjavalta, Finland, and the construction of a Agricultural Solutions and Chemicals segments. In addition, the con-
cathode active materials plant in Schwarzheide, Germany. With tribution from the Industrial Solutions segment was lower, after the
Sales performance was primarily driven by lower volumes in ­almost these investments, BASF aims to expand its position as a leading transfer of the paper and water chemicals business to the Solenis
all segments and in Other, but especially in the Materials segment as and innovative provider of battery materials. The two plants are group had positively impacted the segment’s earnings in the previous
a result of weaker demand from the automotive industry. Price levels scheduled for startup in 2022 and will be able to equip around year. By contrast, EBIT rose considerably in Other and in the
declined in the Chemicals segment in particular, espe­cially for steam 400,000 fully electric mid-size vehicles per year. ­Nutrition & Care segment.
cracker products due to higher product availability on the market
and lower raw materials prices, as well as in the Materials segment
as a result of lower isocyanates prices. By contrast, prices in the
Surface Technologies segment were well above the prior-year level.

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Regional Results

Sales by region EBIT in the region declined by €314 million compared with 2019 to recorded considerable sales growth, while the Chemicals and
Location of company €768 million, primarily as a result of impairments. This was largely ­Nutrition & Care segments posted slight increases.
South America, Africa, Middle East 6% due to the considerable decrease in EBIT in the Chemicals and
41% Europe Surface Technologies segments. The Industrial Solutions segment’s Sales performance in South America was primarily attributable to
contribution was also significantly lower. By contrast, the Materials, negative currency effects. Higher price levels in all segments except
Asia Pacific 25% Nutrition & Care and Agricultural Solutions segments posted much Chemicals had an offsetting effect. We also increased sales volumes
€59,149 million
higher earnings. overall. Higher volumes, particularly in the Agricultural Solutions
segment, more than compensated for lower sales volumes in the
North America 28% Even in the coronavirus pandemic, the Asia Pacific region remains Surface Technologies segment due to the effects of the coronavirus
the strongest growth driver in the chemical industry. Our invest- pandemic. Portfolio effects, especially in the Materials segment from
ments in local production plants and in research and development the acquisition of Solvay’s integrated polyamide business, had a
meet the needs of our local customers and lay the foundation for positive impact on sales.
Asia Pacific future growth in the Asian market. Following the official ground-
breaking in November 2019, we started construction of the first Companies located in Africa and in the Middle East recorded a
▪▪ Sales growth of 11% to €14,895 million plants at the planned integrated Verbund site in Zhanjiang in the ­considerable sales decrease overall. Higher prices were unable to
▪▪ EBIT down 29% to €768 million southern Chinese province of Guangdong. The first plants will pro- offset lower volumes and negative currency effects.
duce engineering plastics and thermoplastic polyurethane (TPU) to
Sales at companies headquartered in the Asia Pacific region rose by serve the growing demand in various growth industries in Asia, At €247 million, EBIT in the region South America, Africa, Middle East
11% to €14,895 million in 2020. In local currency terms, sales were ­including in the southern Chinese market. We also expanded our was down €55 million from the prior-year figure. This was due to
14% above the prior-year level. This was largely due to considerably dispersions portfolio at our site in Huizhou, China, to better serve the lower contributions from Other and from the Agricultural Solutions,
higher sales in the Surface Technologies segment. Sales also fast-growing packaging industry in southern China. At the Nanjing Industrial Solutions, Surface Technologies and Nutrition & Care seg-
rose considerably in the Agricultural Solutions segment, while the site, in 2020, we increased the production capacity for neopentyl ments. EBIT improved considerably in the Materials and Chemicals
­Materials segment recorded a slight improvement. By contrast, glycol to meet our Chinese customers’ demands for envi­ron­mentally segments.
sales ­declined considerably in the Industrial Solutions segment and friendly automotive refinish coatings.
­slightly in the Chemicals segment. Sales were at prior-year level in
the Nutrition & Care segment. South America, Africa, Middle East

The sales performance was primarily the result of higher volumes in ▪▪ Sales down 6% at €3,591 million
all segments, but especially in the Surface Technologies and Agricul- ▪▪ EBIT declines 18% to €247 million
tural Solutions segments. Higher prices overall, mainly attributable
to the Surface Technologies segment, also contributed to the Sales at companies located in the region South America, Africa,
increase in sales. By contrast, prices in the Materials, Industrial
­ Middle East declined by 6% year on year to €3,591 million. In local
Solutions, Chemicals and Nutrition & Care segments were below the currency terms, by contrast, they rose by 22%. The decline in sales in
prior-year level. Sales were buoyed by portfolio effects, especially in euros was mainly due to considerably lower sales in the Surface
the Materials segment following the acquisition of the integrated Technologies segment. Sales were also considerably below the prior-­
polyamide business from Solvay. Negative currency effects had an year level in the Industrial Solutions segment and decreased slightly in
offsetting impact. the Agricultural Solutions segment. By contrast, the Materials ­segment

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Responsible Conduct

Responsible Conduct Suppliers BASF Customers

Along the Value Chain

We value people and treat them with respect
SUPPLIERS BASF CUSTOMERS
– Responsibility for human rights (page 111)
– Employees (page 144)
 We want to contribute to a world that offers a viable future – Social commitment (page 47)
with enhanced quality of life for everyone. That is why – Compliance (page 177)
­sustainability is firmly anchored in our corporate purpose,
our strategy, our targets and our operating business (see We source responsibly We produce safely and efficiently We drive sustainable solutions
page 42). It is at the core of what we do, a driver for growth
and an element of our risk management. We pursue a holistic – Supplier management (page 113) – Occupational and process safety (page 122) – Innovation (page 35)
– Raw materials (page 116) – Health protection (page 124) – Sustainable product portfolio (page 45)
approach that covers the entire value chain – from our – Product stewardship (page 126) – Circular economy (page 30)
­suppliers and our own activities to our customers. – Transportation and storage (page 129)
– Energy and climate protection (page 130)
– Air, waste and soil (page 137)
We contribute to a sustainable development and to the United – Water (page 139)
­Nations’ Sustainable Development Goals (SDGs) in many different – Biodiversity (page 142)
ways (see page 32). For instance, our innovations, products and
technologies help to better use natural resources, produce enough
food, enable climate-smart mobility, reduce emissions, or increase
the capabilities of renewable energy. Alongside these positive cases exceed the applicable laws and regulations with voluntary organizations) and the guideline on compliance with international
­contributions, our business activities also have negative impacts. commitments. We stipulate binding rules for our employees with labor norms, which applies Group-wide. This guideline specifies
For example, we create CO2 emissions and procure raw materials, standards that apply throughout the Group. In doing so, we ­consider, what the issues in our global Code of Conduct mean for our
the sourcing of which by our suppliers involves a potential risk of respect and promote internationally recognized principles such as ­employees.
human rights violations. This is why we are constantly working to the 10 principles of the U.N. Global Compact, the Universal
broaden our positive impact on key sustainability topics (see ­Declaration of Human Rights, or the Core Labor Standards of the Our business partners are also expected to comply with prevailing
page 42) along our value chains and reduce the negative impact. International Labor Organization (ILO). laws and regulations and to align their actions with internationally
recognized principles. We have established appropriate manage-
Strategy We want to ensure that we act in line with the applicable laws and ment and control systems, for example, for working with our
uphold our responsibility to the environment and society with our ­suppliers (see page 113).
▪▪ Comprehensive management and monitoring systems to comprehensive management and monitoring systems. Our global
uphold our responsibility to the environment and society Responsible Care Management System covers environmental We are involved in numerous initiatives to drive forward sustainability
­protection, health and safety (see page 121). We meet our respon- in general and, specifically, as this relates to our value chains. These
We are committed to doing business in a responsible, safe, efficient sibilities with respect to international labor and social standards include the World Business Council for Sustainable Development
and respectful way. Our actions are guided by our corporate values chiefly through three elements: the Compliance Program (including (WBCSD) and OECD’s Business for Inclusive Growth (B4IG) i­nitiative,
and our global Code of Conduct. We comply with and in some internal and external compliance hotlines), close dialog with our as well as networks with thematic focus like the Alliance to End
stakeholders (such as with employee representatives or i­nternational Plastic Waste (AEPW), the Global Battery Alliance (GBA) or the

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Responsible Conduct

Roundtable on Sustainable Palm Oil (RSPO). In addition, we realize We have embedded this into our Code of Conduct and our human human rights responsibilities as a continuous process. This is why
a wide range of projects – often together with partners – for exam- rights position (for more information, see page 177). All employees we continuously review our policies and processes and update
ple, to improve sustainability in the supply chain, to promote a circu- and members of management bodies are responsible for ensuring them if necessary.
lar economy model or on the responsible use of crop protection that we act in accordance with our Code of Conduct and our human
­products. rights position. We uphold our standards worldwide, including In 2020, we conducted a comprehensive review of our human rights
For more information on sustainability management, see page 42 onward where they exceed local legal requirements. We avoid causing or management system and the related processes. The review showed
For more information on responsible procurement, see page 113 onward contributing to adverse human rights impacts through our own that we have achieved important milestones in the area of human
For more information on environmental protection, health and safety, see page 121 onward ­operations. rights and in terms of our due diligence processes. These include
For more information on employees, see page 144 onward
the introduction of explicit questions on due diligence aspects in the
For more information on social engagement, see page 47 onward
Our Corporate Compliance unit is responsible for steering human risk analyses conducted by business units, standard supplier
For more information on corporate governance and compliance, see page 167 onward
rights topics and developing binding policies. A group of internal ­assessments or evaluations of investment projects. The analysis,
experts from various specialist units – environment, health and which was discussed with the Board of Executive Directors, did
Responsibility for human rights safety, sustainability, legal, procurement, human resources and however also reveal potential for improvement that we have ambi-
supply chain – and the operating divisions works closely together to tions to pursue, such as awareness of human rights topics within
▪▪ Human rights topics coordinated and steered by coordinate measures across units. This expert working group our organization. Continued efforts are needed to help all employees
­Corporate Compliance ­provides support and advice in challenging and critical situations, on better understand how these topics are relevant to our daily work. In
▪▪ Creation of an independent Human Rights Advisory the development of internal processes, and on the creation of addition, we want to expand our due diligence process to more
­Council for trust-based dialog and consultation ­information and training offerings, among other things. Together with ­effectively identify challenges at different stages of our value chain. A
our Human Rights Advisory Council, it ensures that we can meet our human rights risk assessment is to be more systematically incorpo-
BASF acknowledges its responsibility to respect internationally due diligence obligations. rated into strategy development for our procurement units. We also
­recognized human rights. For many years now, we have engaged in want to further strengthen our grievance mechanisms and introduce
constructive dialog on human rights with other companies, non­ We established the Human Rights Advisory Council to s­ ystematically a standardized global hotline and reporting system in 2021. In
governmental organizations, international organizations and multi-­ integrate external expertise. Its members include independent inter- consul­tation with the Human Rights Advisory Council, Corporate
stakeholder initiatives to better understand different perspectives national human rights experts. The trust-based dialog on human Compliance is developing specific measures for improvement
and address conflicting goals. BASF is a founding member of the rights topics helps us to better understand critical perspectives and together with the expert group and the relevant units. Aware-
­
U.N. Global Compact and a member of the Global Business Initia- to deal more openly with dilemmas. At the same time, the renowned ness-raising measures are currently being developed, including
tive on Human Rights (GBI), a group of globally operating companies external experts show us where we have potential for improvement training concepts and content to make employees more conscious
from various sectors. The initiative aims to ensure implementation of and help us to build on our strengths in how we handle human of human rights.
the U.N. Guiding Principles on Business and Human Rights. We are rights. The council is chaired by our Chief Compliance Officer. Meet-
confronted by the fact that there are states that do not honor their ings are also attended by employees from Corporate Sustainability We want to ensure that our actions do not have a negative impact
obligation to protect human rights. People are particularly at risk in and Corporate Compliance. Other representatives, for example, on human rights. We have long used monitoring and management
such countries and companies’ ability to act is often limited. Never- from the operating divisions or procurement, are invited depending systems to identify potential and actual negative impacts. Our mea-
theless, we are committed to our values – including and especially on the focus topics. Its composition allows the Human Rights Advi- sures and criteria for monitoring and observing human rights are
there – and contribute to the respect of human rights. sory Council to provide an external perspective on our processes integrated into supplier assessment processes and our global
­
and contribute this in discussions with senior management. ­Similarly, monitor­ing systems for environmental protection, safety and secu-
the Stakeholder Advisory Council brings outside views to discus- rity, health protection and product stewardship. They are also inte-
sions with the Board of Executive Directors. We see assuming our grated into the evaluation of investment, acquisition and divestiture

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Responsible Conduct

projects, assessments along the product life cycle, and systems to Employees and third parties around the world can report potential
monitor labor and social standards. Aspects of human rights violations of laws or company guidelines to our compliance hotlines.
­related to site security, such as the right to liberty and security of Since 2020, employees have also been able to contact specialists
person, are a component of the global qualification requirements of directly via a new internal online platform or the corresponding app.
our security personnel. Respect for human rights is a mandatory In 2020, 261 human rights-related complaints were received by
element of any contract with service providers of the BASF Group phone as well as by post and e-mail. All complaints received were
who are active in this area. reviewed and forwarded to the relevant departments for in-depth
investigation. If justified, appropriate measures were taken.
As an international company, we are a part of society in the ­countries
in which we operate and have business relationships with different We report on our global targets, monitoring systems and measures
partners around the world. We have trustful working relationships to integrate human rights topics into our business activities in
with our partners (joint venture partners, contractors, suppliers, and ­publications such as this report and online.
customers), expect them to comply with internationally recognized For more information on standards in our supply chain, see page 113 onward
human rights standards and to demand the same of their partners For more information on our production standards, see page 121 onward

further along the value chain. For instance, we contractually agreed For more information on systems for monitoring labor and social standards, see page 144 onward
For more information on corporate governance and compliance, see page 167 onward
with our two joint venture partners in the Chinese region of Xinjiang
See basf.com/humanrights for more information on the human rights position and a comprehensive
that the basis for joint activities is the BASF Code of Conduct and report on the implementation of due diligence in human rights in accordance with the requirements
the requirements embedded in it to respect human rights and rele- of the National Action Plan developed by the German government, and in accordance with the
U.N. Guiding Principles on Business and Human Rights
vant labor and social standards (such as the exclusion of forced
For more information on the Human Rights Advisory Council, see basf.com/human-rights-council
­labor and discrimination in hiring, promotion and dismissal ­practices).
We review this on a regular basis with audits. The most recent audits
on compliance with labor and social standards at our joint ventures
were performed in the first half of 2020, despite the challenges
posed by the coronavirus pandemic. The audits were conducted
with the support of a well-known external auditor. They reviewed the
implementation of measures agreed in previous internal audits and
again verified compliance with BASF’s requirements regarding inter-
national labor and social standards.

We support our partners in their efforts to meet their respective

­responsibilities. This is because we can only meet our goal of eradi-
cating human rights abuses along our value chains if we work
­together. We have defined our expectations in a binding Supplier
Code of Conduct.

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Supplier Management 

 Supplier Management  2025 target Worldwide procurement

90%
SUPPLIERS BASF CUSTOMERS Share of relevant spend
Our more than 70,000 Tier 1 suppliers play an important role in value
covered by sustainability
BASF sources a wide range of raw materials, technical goods evaluations creation at our company. We work in long-term partnership with
and services. Our suppliers are an important part of our value companies from different industries around the world. They supply
chain. Our objective is to secure competitive advantages us with raw materials, precursors, investment goods and consum-
for BASF through our professional procurement structures. 2025 target ables, perform a range of services and are innovation partners.
At the same time, together with our suppliers, we want to Procurement management systems such as guidelines and targets

80%
Percentage of suppliers with
­improve sustainability in the supply chain and minimize risks. improved sustainability are set centrally and are binding for all employees with procurement
performance upon re-evaluation responsibility worldwide.
Strategy
We acquired raw materials, goods and services for our own
Our partnerships with suppliers are based on mutual value creation, We actively promote sustainability in the supply chain and have set production worth approximately €31.5  billion in 2020. Of this,
­
as well as a reliable supply of raw materials, technical goods and ourselves ambitious targets for this: By 2025, we aim to have around 90% was procured locally.3 There were no substantial
services at competitive prices.1 We work together in an open and ­conducted sustainability evaluations for 90% of the BASF Group’s changes to our supplier structure.
transparent way to generate long-term benefits for both sides. relevant spend2 and will develop action plans where improvement
is necessary. In addition, we are working toward having 80% of What we expect from our suppliers
Our sustainability-oriented supply chain management helps to man- ­suppliers improve their sustainability performance upon re-evalua-
age risks. We have defined our standards and processes in global tion by 2025. In 2020, 80% of the relevant spend had been evalu­ Together with our suppliers, we want to improve sustainability in the
guidelines and are constantly refining and optimizing these. Our ated. Of the suppliers re-evaluated in 2020, 68% had improved. The supply chain. Consequently, we expect our suppliers to comply with
risk-based approach aims to identify and evaluate sustainability global targets are embedded in the target agreements of persons the applicable laws in full and to adhere to internationally recognized
risks in our value chains as best possible to improve sustainability ­responsible for procurement. environmental, social and corporate governance standards. We also
together with our suppliers. We regularly review and document For more information on suppliers, see basf.com/suppliers expect our suppliers to make an effort to implement these standards
progress based on the risk level. Employees with procurement at their suppliers. In addition, we ask our suppliers to acknowledge,
­responsibility receive ongoing training in sustainability-oriented sup- support and abide by our Supplier Code of Conduct – or to dem­on­
plier management and responsible procurement. In 2020, 462 BASF ­strate and ensure their commitment to the principles specified in the
employees received such training. Code of Conduct, for example in their own code of conduct. Our
Supplier Code of Conduct is founded on internationally recognized
Our expectations of our suppliers are laid down in the global­ guidelines, such as the principles of the United Nations’ Global
Supplier Code of Conduct. This clarifies for our suppliers the stan- Compact, the U.N. Guiding Principles on Business and Human
dards to be met and supports them in carrying out our requirements. Rights, the International Labor Organization (ILO) conventions and
We count on reliable supply relationships and want to make our the topic areas of the Responsible Care initiative. Topics covered by
suppliers’ contribution to sustainable development visible to us. the Code of Conduct include compliance with human rights, the
exclusion of child and forced labor, safeguarding labor and social
standards, and antidiscrimination and anticorruption policies in

1 BASF considers all direct suppliers of the BASF Group in the business year concerned as Tier 1 suppliers. These are suppliers that provide us with raw materials, investment goods, consumables and services. Suppliers can be natural p ­ ersons, companies or legal persons under public law.
2 We understand relevant spend as procurement volumes with relevant suppliers. We define relevant suppliers as Tier 1 suppliers showing an elevated sustainability risk potential as identified by our risk matrices, our purchasers’ assessments or other sources.
3 “Local” means that a supplier is located in the same region (according to BASF’s definition) as the procuring company.

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Supplier Management 

­ ddition to protecting the environment. The Code of Conduct is

a according to the TfS framework. A total of 50 raw material supplier
available in the most relevant languages for our suppliers and is inte­ sites were audited on sustainability standards on our behalf in 2020.
grated into electronic ordering systems and purchasing conditions We received sustainability evaluations for 628  suppliers. We also
across the Group. In 2020, 4,918 new suppliers committed to our take into account other certification systems and external audits,
Code of Conduct. such as from the Roundtable on Sustainable Palm Oil, when evalu-
ating our suppliers’ sustainability performance. Depending on busi-
BASF reserves the right to conduct audits or evaluations to ensure ness requirements, we additionally conduct our own Responsible
that suppliers comply with the applicable laws, rules and standards. Care audits at selected suppliers (see page 121).
In addition, BASF reserves the right to discontinue business relation- For more information on raw materials, see page 116 onward
ships for non-adherence to international principles, failure to correct For more information on Together for Sustainability, see basf.com/en/together-for-sustainability

violations, or for displaying patterns of non-compliance with these

standards. Potential violations of laws, rules or standards can be Audit results
Together for Sustainability (TfS)
reported – including anonymously – to one of our more than 50
BASF is a founding member of Together for Sustainability (TfS).
­externally operated hotlines worldwide. Each case is documented We carefully analyze the results of sustainability evaluations and
The initiative was established in 2011 to improve sustainability
and investigated, and appropriate measures are taken as necessary. ­on-site audits and document these in a central database. The
in the supply chain. The focus is on standardizing and simplify-
For more information on responsible conduct along the value chain, see page 110 onward ­supplier audits conducted over the past few years have identified
ing supplier evaluations and audits globally. This i­ncreases
For more information on the Supplier Code of Conduct, see basf.com/suppliers some need for adjustment with respect to environmental, social and
transparency and creates synergies. Suppliers only have to
corporate governance standards, for example in waste manage-
complete an assessment process once. The results are then
Selection and evaluation of our suppliers ment or deviations in occupational health and safety measures and
made available to all TfS members in a database and are
standards under labor law. Follow-up audits in 2020 identified
­mutu­ally recognized – saving time and money for both parties.
New suppliers are selected and existing suppliers are evaluated improvements, for example the correct storage of hazardous
­
­Suppliers are evaluated by independent experts either in o
­ n-site
not only on the basis of economic criteria, but also environmental, ­substances, proper disposal of waste, the implementation of occu-
audits or online assessments. The latter are conducted
social and corporate governance standards. As such, the selection, pational and process safety measures, the correct implementation
by EcoVadis, a ratings agency specialized in sustainability
evalua­tion and auditing of suppliers is an important part of our of emergency plans, and compliance with labor law requirements. In
­analyses.
­sus­tain­able supply chain management. Approaches and responsi- 2020, none of our audits identified any instances of child labor or
bilities are set out in a global guideline. Due to the size and scale of dangerous work and overtime performed by persons under 18. At the end of 2020, TfS had 29 members with a combined
our supplier portfolio, our suppliers are evaluated based on risk, procurement spend of around €227 billion. A total of 258 audits
­including materiality and country and industry-specific risks. We also In January 2020, a full mining-specific re-audit was performed at our and 4,675 online assessments were performed. As a TfS mem-
use observations from our employees in procurement and informa- platinum supplier Sibanye-Stillwater in Marikana, South Africa,1 in ber, BASF itself is assessed and was one of the best-rated
tion from internal and external databases, such as Together for accordance with TfS standards to re-evaluate the situation following companies in 2020. With 80 points in sustainable procurement,
Sustainability (TfS) assessments. the previous audits in 2015 and 2017. This identified fundamentally BASF is among the top 1% in this category worldwide.
solid management systems at Sibanye-Stillwater in line with good For more information on Together for Sustainability, see tfs-initiative.com
We have suppliers with a high potential sustainability risk evaluated industry practice and international standards, especially in the area
by third parties, either through sustainability evaluations or on-site of health and safety. The audit also recognized the significant efforts
audits. The list of suppliers to be assessed is updated every year. by Sibanye-Stillwater since the acquisition of Lonmin in 2019 in
Sustainability evaluations and on-site audits are mainly conducted the area of social engagement, as well as the establishment of an

1 In 2012, an extended strike at a mine formerly operated by Lonmin Plc, London, UK, in Marikana, South Africa, culminated in a violent confrontation between mine workers and armed South African police. Employees of the platinum supplier Lonmin were among the fatalities. Ownership of the Marikana mine was transferred to Sibanye-Stillwater
with its acquisition of Lonmin in 2019.

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Supplier Management 

i­nclusive stakeholder engagement forum. These include maintaining Supplier development

the cooperation between Sibanye-Stillwater and the authorities to
improve local living conditions. In addition, the audit team recom- Using TfS evaluations, we pursue a risk-oriented approach with
mended that the implementation and management of the social clearly defined, BASF-specific follow-up processes. If we identify
engagement strategy continue to be systematically monitored. deviations from our standards, we ask our suppliers to develop and
implement corrective measures within a reasonable time frame. We
Need for action was identified in areas such as health and safety and support them in their efforts, for example by providing training on
the environment, for example in storing corrosive substances, fire- environmental, social and corporate governance topics. We trained
fighting capabilities and compliance with soil and water emission employees from 43 Chinese suppliers in 2020 as part of a partner-
limits. All of the deviations identified by the audit were included in an ship with the East China University of Science and Technology in
action plan. BASF and Sibanye-Stillwater discuss the progress Shanghai, China.
made on its implementation four times a year. The improvements
were documented by the end of 2020 as planned. Sibanye-­Stillwater As part of TfS, training was developed for suppliers that already
is a member and supporter of the International Platinum Group have a sustainability rating but have potential for improvement in
Metals Association (IPA) sustainability initiative that was co-founded environmental, social and corporate governance. In 2020, more
by BASF. The initiative’s measures include conducting comprehen- than 1,000 participants attended TfS training on this topic in China
sive sustainability audits in the South African platinum group metals and Brazil. The TfS Supplier Academy is also developing training
sector and exchanging factors for success. BASF continued its opportunities for our suppliers around the world. These will be
regular dialog with local stakeholder groups in 2020. imple­mented in 2021.

We are also in regular contact with our supplier Nornickel on sus- We review our suppliers’ progress according to a defined timeframe
tainability matters and other aspects relevant to our cooperation. based on the sustainability risk identified, or after five years at the
These include current events and the findings from the mining-­ latest. In the case of ongoing, serious violations of the standards
specific TfS audits conducted in 2017 at Nornickel’s sites in Polar defined in our Supplier Code of Conduct or international principles,
and Kola (both in Russia) and in Harjavalta, Finland. The audits we reserve the right to impose commercial sanctions. These can go
identified some need for adjustment in the areas of waste, waste­ as far as termination of the business relationship. In 2020, this was
water, emissions and land rehabilitation to mitigate environmental decided in four cases.
and production risks. A number of points have since been imple-
mented, while others are still outstanding and are included in
site-specific action plans. In addition, Nornickel has committed to
becoming certified according to the standards of the International
Council on Mining and Metals (ICMM) and the Initiative for Respon-
sible Mining Assurance (IRMA). This involves comprehensive audits,
which are planned for 2021.
For more information on the supplier relationship with the Sibanye-Stillwater mine,
see basf.com/en/marikana

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Raw Materials

 Raw Materials 
SUPPLIERS BASF CUSTOMERS

In 2020, BASF purchased a total of around 30,000 different

raw materials from more than 6,500  suppliers. Using
­resources as efficiently and responsibly as possible and the
concept of a circular economy are firmly embedded in our
strategy and our actions, supported by our Verbund structure
and the use of renewable and recycled feedstocks. We e ­ xpect
our suppliers to source and produce raw materials
­responsibly. In the search for alternative raw materials, we
employ solutions that also contribute to sustainability.

Strategy

Our strategy covers the entire value chain – from responsible

­procurement and using and recycling raw materials efficiently in our
own processes to developing green products and technologies for
our customers. We want to decouple growth from resource The mass balance approach
­consumption with process and product innovations to drive forward
the shift toward closed-loop value creation systems (see page 30). Many BASF value chains start in syngas plants or steam ­crackers, customers. Mass balance products are identical in quality to
Alongside economic, environmental and social criteria, we also where fossil resources, mostly natural gas and naphtha, are conventional products but make a substantial sustainability
consider aspects such as product safety and supply security when converted into hydrogen and carbon monoxide or important ­contribution to the use of bio-based or recycled raw materials.
selecting raw materials for our production processes. ­basic chemicals such as ethylene and propylene. These are used This method has already been applied to over 200  BASF
to create thousands of products in the BASF Verbund. Alongside ­products (2019: around 80 products), for example, for engineer-
Our expectations of our suppliers are laid down in the Supplier Code fossil resources, bio-based and recycled raw materials such as ing plastics, superabsorbents, dispersions and intermediates.
of Conduct (see page 113). We take a closer look at suppliers in biomethane, bio-naphtha or pyrolysis oil can be used as feed- We share our expertise in various stakeholder platforms to
critical supply chains, for example for mineral raw materials, renew- stocks. It is not possible to physically or chemically match the harmonize and standardize different allocation methods and
­
able resources such as palm kernel oil, for a number of pigments or feedstock to the output as our plants simultaneously process certification systems for mass balance products. For instance,
highly toxic substances. Upstream stages of the value chain are fossil, bio-based and recycled raw materials. The share of bio- BASF contributed to position paper on the mass balance
assessed for serious sustainability risks and, if necessary, suitable based or recycled raw materials can be allocated to certain ­approach published by the industry association PlasticsEurope in
remedial measures are identified. In addition, we develop and test products using the mass balance approach, which is audited by 2020.
approaches to make raw materials supply more sustainable in joint a third party, and certification (such as the REDcert2 standard for For more information, see basf.com/massbalance
initiatives with suppliers and other partners. Examples include our the chemical industry). It is similar in principle to green power,
cooperative ventures to recycle battery materials (see page 119) or which has been established for many years: Energy from renew-
our joint activities on certified sustainable supply chains for renew- able sources is fed into the grid and then charged to individual
able raw materials such as palm and castor oil.

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Raw Materials

BASF’s Verbund concept is key to making the use of raw materials conserving resources within the BASF Verbund. This increases As for fossil raw materials, we also consider how renewable
in our own processes as efficient as possible: Intelligently linking and supply security and reduces dependence on external supply ­resources impact sustainability topics along the value chain. Along-
steering our plants and processes creates efficient value chains. ­sources to just a few key raw materials. We source these from side positive effects like saving greenhouse gas emissions, these
By-products from one facility are used as feedstocks elsewhere. ­different suppliers to minimize supply risks. can also have negative effects on areas such as biodiversity, land
This saves raw materials and energy (see page 130). At the same use or working conditions, depending on the raw material. This is
time, the Verbund offers many opportunities to use renewable and As part of our efforts to improve sustainability, we are continuously why we carefully weigh up the advantages and disadvantages of
recycled raw materials. We want to better leverage this potential investigating whether fossil and petrochemical resources can be using renewable resources, for example using Eco-Efficiency
going forward (see page 30). For example, we are driving forward replaced with non-fossil alternatives. We carefully consider ­Analyses. We also take recognized certification standards such as
chemical recycling of mixed plastic waste and used tires in our economic, environmental and social aspects, as well as other
­ the Roundtable on Sustainable Palm Oil into account in our deci-
ChemCyclingTM project (see page 118). ­important criteria like supply security and product safety. Our aim is sions. We want to minimize raw material-specific risks and increase
to increase the share of renewable and recycled feedstocks in our sustainability with measures, projects and targeted involvement in
Resource efficiency and stewardship are also becoming ­increasingly value chains. This brings with it challenges and compromises in the initiatives. Our activities here concentrate on value chains that are
important topics for our customers. That is why we are constantly supply of both energy and resources for carbon-based organic relevant quantitatively, such as palm-based raw materials, or that do
working to reduce the resources consumed in the production of our chemistry, for example, in striking the balance between competitive- not yet have certification standards, such as castor oil. We are also
products, for example through more efficient processes or the use ness and the additional costs of using renewable energy, or between working on product innovations and on enhancing production pro-
of renewable and recycled raw materials. This enables us to offer renewable resources and land use. We raise awareness of these cesses to improve the profitability and competitiveness of renew-
our customers solutions that make a greater contribution to sustain- trade-offs through close dialog with our stakeholders and our able ­resources.
ability, like a smaller carbon footprint. Our products also improve our ­involvement in sustainability initiatives, and help to find solutions.
customers’ resource efficiency and sustainability in many areas. Palm oil, palm kernel oil and their derivatives are some of our most
 For example, metal pretreatment using our innovative Oxsilan® Renewable resources important renewable resources. We mainly use these raw materials
thin-film technology requires significantly less material than conven- to produce ingredients for the cosmetics, detergent, cleaner and
tional processes. At the same time, it can achieve water savings of ▪▪ Numerous projects and cooperative ventures to improve food industries. We aim to ensure that palm-based raw materials
up to 50% and reduce energy costs by up to 40%.  sustainability along the value chain come from certified sustainable sources and have actively s­ upported
the Roundtable on Sustainable Palm Oil (RSPO) since 2004. Based
Fossil and petrochemical resources In addition to fossil resources, we employ renewable raw materials, on the Group-wide Supplier Code of Conduct (see page 113), we
mainly based on vegetable oils, fats, grains, sugar and wood. In have laid down our expectations of suppliers in the oil palm value
BASF’s most important raw materials (based on volume) include 2020, we purchased around 1.2 million metric tons of renewable chain in an additional Palm Sourcing Policy. This addresses aspects
liquid gas and natural gas, as well as crude oil-based petrochemical raw materials. For instance, we use renewable resources to produce such as forest and peat conservation, respect of human and labor
products such as naphtha and benzene. We mainly use liquid gas ingredients for the detergent and cleaner industry, or to source rights, smallholder inclusion, and certification and traceability
and natural gas to generate energy and steam, and to produce key ­natural active ingredients for the cosmetics industry. We also use ­standards. The annual BASF Palm Progress Report reports on our
basic chemicals such as ammonia or acetylene. Naphtha is mostly renewable feedstocks such as biomethane or bio-naphtha in our measures and progress toward more sustainability and t­ ransparency
fed into our steam cracker, where it is split into products such as Verbund as an alternative to fossil resources. The mass balance in the value chain.
ethylene and propylene – both important feedstocks for numerous approach allows us to ­allocate the amount of renewable resources
value chains. We use aromatics such as benzene or toluene to used to a wide variety of end products (see box on page 116).
manufacture high-performance plastics, among other products. ­Examples include the biomass balance polyisobutene OPPANOL®
Thanks to a high degree of forward and backward integration, we BMBCertTM (see page 84) or the biomass balance versions of our
can produce many feedstocks for our value chains efficiently while Styropor®, Neopor® and Styrodur® insulation materials.

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Raw Materials

We purchased 227,213 metric tons of certified palm oil and palm Jayant Agro and Solidaridad as there were previously no globally helps to preserve the argan forest and strengthens local communi-
kernel oil in 2020. We therefore reached our goal of only sourcing defined and recognized certification standards. The aim is to ties, for example, by providing additional income and through
RSPO-certified palm oil and palm kernel oil by 2020. By 2025, we ­improve the economic situation of castor oil farmers in India and, at ­literacy programs and health initiatives. In 2020, the certification
want to do the same for the most important intermediate products the same time, raise awareness of sustainable farming methods. organization Ecocert awarded our cosmetic active ingredient
­
based on palm oil and palm kernel oil, including fractions and Around 80% of the world’s castor beans are produced in India, ­LipofructylTM Argan the “Fair for Life” label for the fourth time in a row,
­primary oleochemical derivatives as well as vegetable oil esters. We mainly by smallholders. As part of the project, smallholder farmers confirming the sustainability of the supply chain.
were able to trace 96% of our global palm footprint to oil mill level as receive training on topics such as cultivation methods, efficient For more information on renewable resources, see basf.com/renewables
of the end of 2020. In addition, we continued to drive ­forward the ­water use, health and the safe use of crop protection products For more information on our voluntary commitment to palm oil products and the Palm Progress
­Report, see basf.com/en/palm-dialog
RSPO supply chain certification of our sites for ­cosmetic ingredients. based on a specially developed sustainability code. Since the
At the end of 2020, 25 production sites worldwide were certified by project was initiated, more than 4,500  smallholders and over
­
the RSPO. 8,700  hectares of land have been certified for sustainable castor Recycled feedstocks
cultivation. Yields from this land have risen by at least 50% c
­ ompared
We continue to see growing demand for certified palm-based prod- with baseline  2016. We will source the first certified sustainable Recycling is becoming increasingly important due to limited
ucts from our customers. Sales volumes rose by more than 30% castor oil from the program in 2021. In the long term, we want to ­resources, growing sustainability requirements in the markets and
compared with the previous year. We are expanding our range of increase the share of this oil to cover our total demand. regulatory developments. We want to increase the use of recycled
certified sustainable products in accordance with the RSPO’s mass feedstocks with our Circular Economy Program. From 2025 onward,
balance supply chain model. This helps our customers to meet their Our raw materials for cosmetic active ingredients mainly come from we aim to process around 250,000 metric tons of recycled and
obligations to customers, consumers and stakeholders. plants. Two examples of holistic programs that consider the various waste-based raw materials every year worldwide, replacing fossil
aspects of sustainability are our products based on rambutan and raw materials (see page 30).
We source most of our palm-based raw materials from Malaysia and argan. The rambutan tree belongs to the soapberry family. Its fruit is
Indonesia. Smallholders account for around one-third of the total mainly sold for food. Our research and development discovered a One focus here is chemically recycling plastic waste. This ­technology
volumes produced there. We have worked together with The Estée method to extract the bioactives contained in the peel, leaves and complements mechanical recycling and can help to reduce the
Lauder Companies, the RSPO and Solidaridad in Indonesia since seeds. The commercialization of the rambutan tree’s by-products, amount of plastic waste that is disposed of in landfill or thermally
2019 to strengthen smallholder structures and sustainable produc- which were previously disposed of as waste, creates new income recovered. Chemical recycling breaks down plastics into their build-
tion methods at local level. The project in the province of Lampung streams for farmers and expands our portfolio of natural active ing blocks or converts them into basic chemicals. Different methods
supports around 1,000 independent smallholders in improving their ­ingredients. As part of our rambutan program, we have worked are used to achieve this. In our ChemCyclingTM project, our partners
livelihoods and the sustainable production of palm oil and palm closely together with two small plantations in the Vietnamese prov- use the thermochemical process of pyrolysis to extract pyrolysis oil
kernel oil. The focus is on efficient and sustainable farming practices ince of Dong Nai since 2014, which supply us with sustainably pro- from mixed plastic waste or used tires, which were not previously
and health and safety standards. The goal is for at least one-third of duced, certified organic raw materials. The partnership focuses in recycled. We can feed this pyrolysis oil into our Verbund structure as
program participants to become certified according to the RSPO particular on responsible farming practices and social inclusion, an alternative to fossil raw materials and use it to make new prod-
Smallholder Standard in three years. ­including gender equality, safe working conditions and fair incomes. ucts. These have the same properties as products manufactured
from fossil feedstocks. We use a certified mas balance approach to
Also important for BASF, albeit at a much smaller scale, is castor oil. We have cooperated with Targanine in the region of Agadir in allocate the percentage of recycled materials to the end product
We use castor oil to manufacture products such as plastics and ­Morocco since 2005. The network of six argan oil cooperatives (see box on page 116). Since 2020, we have been able to offer our
­ingredients for paints and coatings, as well as products for the supplies 16 products – including argan oil, essential oils and bee customers the first commercial CcycledTM products. After investing
cosmetics and pharmaceutical industries. We established the Sus- products – to BASF under fair trade conditions. Some 2,000 women in Quantafuel  AS in 2019, we expanded our supply base with
tainable Castor Initiative – Pragati in 2016 together with Arkema, from rural areas now work in the cooperatives. Commercialization

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Raw Materials

­ yrolysis oil from used tires in 2020 with a partnership with New
p Mineral raw materials Together with BMW, Samsung SDI, Samsung Electronics,
Energy and an investment in Pyrum Innovations AG. ­Volkswagen and the German governmental agency for international
We procure a number of mineral raw materials, which we use to cooperation (Gesellschaft für Internationale Zusammenarbeit, GIZ),
We also took a crucial step forward in the chemical recycling of used produce mobile and process emissions catalysts or battery we have been involved in Cobalt for Development since 2018. The
polyurethane foam mattresses in 2020: A wet chemical process ­materials, among other products. We are continually improving our cross-industry initiative aims to identify how to improve working
developed by BASF can be used to break down soft polyurethane products and processes to minimize the use of primary mineral raw conditions in artisanal mines, as well as living conditions in the sur-
foam to recover the polyol originally used, which can be used to materials. At the same time, we are driving forward the recycling of rounding communities in the Democratic Republic of Congo. To
produce new polyurethane foam. The first test foams show promis- mineral raw materials, for example, by recovering platinum metals achieve this, the initiative offers programs such as training on
ing results. from mobile and process emissions catalysts and using these as ­important environmental, social and governance aspects of respon-
secondary resources (see “Recycled feedstocks”). sible mining practices. Training for 12 mining cooperatives in Kolwezi
BASF continues to recycle the precious metals used in automotive, started in October 2020. The initiative aims to train more than 1,500
process and chemical catalysts. These contain precious metals like Sourcing mineral raw materials responsibly is important to BASF. We artisanal cobalt miners on topics such as occupational safety and
platinum, palladium and rhodium. Treating and recovering resources have selected suppliers confirm to us that they do not source environmental management by mid-2021. Cobalt for Development
from spent automotive catalysts is a complex process. All of the ­minerals as defined in the Dodd-Frank Act from the Democratic also works closely together with local nongovernmental organiza-
precious metals we recover in this way are reused as feedstocks in Republic of Congo or its neighboring countries. If there is cause for tions and Bon Pasteur/the Good Shepherd International Foundation
catalyst production. concern, we reserve the right to audit suppliers and, if necessary, to create additional income opportunities for families and improve
terminate the business relationship. We implemented the E.U. Con- access to education. For example, a new building for Kisote’s public
The growing demand for electromobility is also increasing the need flict Minerals Regulation by the deadline in early 2021. This defines elementary and secondary school was constructed and training was
for lithium-ion battery recycling. As a leading producer of battery supply chain due diligence for importers and processors of certain held on topics such as farming.
materials with local production capacities in the three main markets mineral raw materials originating from conflict regions and high-risk
– Asia, Europe and the United States – in the future, BASF has areas. We are also involved in various international initiatives to strengthen
in-depth expertise in battery chemistry and process technology. sustainability and innovation in the value chain for batteries. These
Together with our partners, we are leveraging this expertise to
­ In addition to responsible procurement of “conflict minerals,” BASF include the Global Battery Alliance (GBA), which we co-founded in
­develop a closed-loop system for the raw materials used to produce is committed to responsible and sustainable global supply chains for 2017. It brings together business, government and civil society and
cathode active materials, such as nickel, cobalt, manganese and other mineral raw materials. These include cobalt, a key component develops standards and tools to create a socially responsible, eco-
lithium. The objective is to further increase sustainability in the value in the production of battery materials for electric vehicles, among logical and economically sustainable, and innovative value chain for
chain for batteries. In 2020, we launched the project “Recycling other applications. Our cobalt supply chain for battery materials is batteries. For instance, BASF is working with the GBA on a battery
lithium-ion batteries for electric vehicles” (ReLieVe) together with organized according to special sustainability criteria for cobalt pro- pass. In the future, this “digital twin” will contain information on the
Eramet and SUEZ. The project received €4.7 million in funding from curement. For example, we do not purchase cobalt from artisanal sustainability of a battery to increase transparency in the value chain.
the European Union. The aim is to develop an innovative, large-scale mines and also aim to exclude this in supply chains through our The first test version will be developed in 2021 and the battery pass
process to recycle batteries along the entire value chain – from col- supply chain management as long as responsible artisanal produc- should be ready to be used by the end of 2022. BASF is also an
lecting end-of-life batteries and recovering mineral raw materials to tion cannot be verified. In addition, we have signed a long-term active member of the Responsible Minerals Initiative (RMI).
using these in the production of new battery materials. supply agreement with Nornickel for nickel and cobalt from a metal
For more information on BASF’s Circular Economy Program, see page 30 refinery in Finland. The agreement ensures locally sourced and
For more information on recycled raw materials, see basf.com/circular-economy ­secure supply of raw materials for battery production in Europe.

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Raw Materials

Another mineral raw material that BASF processes is mica. We use

mica to produce pigments, which are used in products such as
coatings. For the majority of our demand, we use mica from our own
mine in Hartwell, Georgia, and some of our businesses source
­exclusively from this mine. Third-party suppliers are requested to
source mica in accordance with internationally recognized standards
which, among other things, exclude child labor. As a member of the
cross-industry Responsible Mica Initiative, BASF actively contributes
to the eradication of child labor and unacceptable working ­conditions
in the Indian mica supply chain.
For more information on the Cobalt for Development project, see basf.com/cobalt-initiative

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Responsible Care Management System

Environmental Protection, Health also maintain dialog with government institutions, associations and BASF production sites are certified in accordance with ISO 14001
and Safety international organizations. and EMAS (Eco-Management and Audit Scheme) (2019: 183).1 In
addition, 54  sites worldwide are certified in accordance with
Responsible Care Management System We set ourselves ambitious goals for environmental protection, OHSAS 18001 or ISO 45001 (2019: 53).
SUPPLIERS BASF CUSTOMERS health and safety (see page 32) and regularly review our perfor-
mance and progress with audits. We assess the potential risks and In the BASF Group in 2020, 112 environmental and safety audits
 Protecting people and the environment is our top priority. weaknesses of all our activities – from research and production to were conducted at 60 sites (2019: 137 audits at 90 sites). The focus
Our core business – the development, production, process- logistics – and the effects of these on the safety and security of our was on auditing sites based on the level of risk. For production
ing and transportation of chemicals – demands a responsible employees, the environment or our surroundings. We use data­ plants with a medium and high hazard potential, we additionally
approach. We address environmental, health and safety risks bases to document accidents, near misses and safety-related inci- conducted 19 short-notice audits at seven sites (2019: 42 audits at
with a comprehensive Responsible Care Management dents at our sites as well as along our transportation routes to learn 33 sites). The sites of the businesses acquired from Bayer in 2018
­System. We expect our employees and contractors to know from these; appropriate measures are derived according to specific were evaluated in 2020 as planned. We aim to audit the sites
the risks of working with our products, substances and plants cause analyses. acquired from Solvay in 2020 from the end of 2021.
and to handle these responsibly. For more information on Responsible Care®, see basf.com/en/responsible-care
Due to the coronavirus pandemic, medical personnel including
Responsible Care Management System Audits ­auditors had to concentrate on monitoring and responding to the
pandemic and on global pandemic preparedness. For this reason
▪▪ Global EHS directives and standards ▪▪ 131 audits to monitor performance and progress and due to the travel restrictions, only one site was audited on
­occupational medicine and health protection in 2020 (2019: 15). All
BASF is actively involved in the International Council of Chemical Regular audits help ensure that our safety, security, health and envi- other audits and health performance control visits were postponed
Associations’ (ICCA) Responsible Care® initiative and has endorsed ronmental protection standards are met. We conduct regular audits to 2021.
the Responsible Care® Global Charter. Our Responsible Care every three to six years at all BASF sites and at companies in which For more information on occupational safety and health protection, see page 122 onward
­Management System comprises the global directives, standards BASF is a majority shareholder. We take a risk-based approach and
and procedures for environmental protection, health and safety use an audit database to ensure that all sites and plants worldwide Costs and provisions for environmental protection in the BASF Group
(EHS) for the various steps along our value chain. Our regulations are regularly audited. Sites and companies acquired as part of Million €
cover the transportation of raw materials, activities at our sites and ­acquisitions are audited in a timely manner to bring these into line 2020 2019

warehouses, and distribution of our products as well as our custom- with our standards and directives as necessary. After the integration Operating costs for environmental
1,125 1,035
­protection
ers’ application of the products. Specifications for implementing phase is complete, they are generally audited within one to two
these measures are laid out in binding directives that are introduced years, depending on complexity and size. We have defined our Investments in new and improved
­environmental protection plants and 231 328
in consultation with employee representatives. These describe regulations for Responsible Care audits in a global Corporate ­facilitiesa
­responsibilities, requirements and assessment methods. The Envi- ­Requirement. During our audits, we create a safety and environ­ Provisions for environmental protection
693 654
ronmental Protection, Health & Safety unit in the Corporate Center mental profile that shows if we are properly addressing the existing measures and remediationb
defines Group-wide management and control systems and monitors hazard potential. If this is not the case, we agree on measures and a Investments comprise end-of-pipe measures as well as integrated environmental protection measures.
compliance with internal guidelines and legal regulations, while the monitor their implementation, for example, with follow-up audits. b Values shown refer to December 31 of the respective year.

sites and legal entities implement these requirements locally. Our Our Responsible Care audit system complies with the ISO  19011
For more information, see the Notes to the Consolidated Financial Statements on pages 252 and 289
policies and requirements are continuously updated. This is why we standard and is certified according to ISO  9001. Worldwide, 150

1 The decrease compared with the previous year is attributable to the sale of the construction chemicals business and the related sites.

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Safety and security

 Safety and security  to learn from examples of good practice and in this way, continually site could decide on the focus and implementation of the safety
S U P P L I ER S B A SF CUSTOMERS develop our safety culture. ­initiative. In the Asia Pacific region, many sites organized activities
under the banner of “Safety, my responsibility!” while numerous
For occupational and process safety as well as health and By the end of 2020, we had introduced digital solutions and applica- events reflecting the motto of “Halt! Safety champions pause for
environmental protection and corporate security, we rely on tions at around 250 plants worldwide to further increase safety, safety” were held at the Ludwigshafen site in Germany. Many events
comprehensive preventive measures and expect the cooper- ­security, planning capability and availability. We plan to implement were held online using interactive formats In the interest of our
ation of all employees and contractors. Our global safety and these at around another 170 plants by 2022. Such solutions include ­employees’ health, giving them the opportunity to find out about
security concepts serve to protect our employees, contrac- augmented reality: At many sites, our employees already use mobile safety-related topics and to learn from each other. This involvement
tors and neighbors, to prevent property and environmental end devices and special apps for day-to-day tasks such as safety and lively discussion, even in times of a pandemic, make a major
damage, and to protect information and company assets. inspections, which continuously improves the efficiency and quality contribution to our safety culture.
of our processes. Other applications include efficiently simulating For more information on the global safety initiative, see basf.com/global-safety-initiative
Strategy maintenance and production processes in digital plant models and
predictive maintenance. At the Ludwigshafen site in Germany, for Occupational safety
▪▪ Global safety standards example, over 40 plants already use predictive maintenance models
▪▪ Strengthening risk awareness to monitor plant components such as compressors, pumps or heat ▪▪ Employees and contractors worldwide instructed on safe
▪▪ Comprehensive incident analyses and global experience exchangers. behavior
and information exchange
Leaders are important role models for employees, which is why Our aim is to reduce the worldwide lost-time injury rate to no more
The safety of our employees, contractors and neighbors, and pro- ­environmental protection, health, safety and security are discussed than 0.1 per 200,000 working hours1 by 2025. To prevent work-­
tecting the environment is our top priority. This is why we have set with newly appointed senior executives. Senior executives with a related accidents, we encourage and promote risk-conscious
ourselves ambitious goals for occupational and process safety as particular responsibility for such topics, for example, in production, ­behavior and safe working practices for every individual, learning
well as health protection. We stipulate mandatory global standards also receive specific further training to be able to meet their from incidents and regular discussion. We are constantly refining
for safety, security, and environmental and health protection. A ­responsibilities. Due to the restrictions caused by the coronavirus and enhancing our requirements and training.
worldwide network of experts ensures these are implemented. As pan­demic, the seminars for senior executives could only take place
part of our continuous improvement process, we regularly monitor to a limited extent in 2020. We will therefore expand our offering with 2025 target
progress toward our goals. digital formats in 2021.

≤0.1
Reduction of worldwide
lost-time injury rate
We promote risk awareness for every individual with measures such Global safety initiative per 200,000 working hours
as systematic hazard assessments, specific and ongoing qualifica-
tion measures and global safety initiatives. We analyze accidents ▪▪ First decentralized Global Safety Days
and incidents as well as their causes and consequences in detail at In addition to the legally required briefings, BASF requires new
a global level to learn from these. Hazard assessments and the risk Our global safety initiative was established in 2008 and plays a key employ­ees and contractors to complete compulsory safety training,
minimization measures derived from them are an important preven- role in the ongoing development of our safety culture. For the first as well as regular training on the safe handling of chemicals and the
tion tool. We also promote regular dialog across different sites to time, decentralized virtual safety days were held around the world in correct use of personal protective equipment for employees at our
strengthen risk awareness among our employees and contractors, 2020. As a result of the new organizational structure and due to the production sites.
different regional measures to fight the coronavirus pandemic, each

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Safety and security

In 2020, 0.3 work-related accidents per 200,000 working hours1 In order to maintain the highest level of safety at our plants across
occurred at BASF sites worldwide (2019: 0.3). The share of their entire life cycles, we verify that our protection concepts, safety
chemical-related accidents declined slightly to 6% (2019: 7%).
­ reviews and resulting safety measures have been carried out in all
­Unfortunately, there was one fatal work-related accident in 2020 our plants at timely intervals based on risk potential. We regularly
(2019: 1). At the Gunsan site in South Korea, an employee of a update our plants’ safety and security concepts in line with changing
contractor succumbed to injuries sustained from falling after technologies and as necessary.
receiving an ­electric shock during painting work on a high-voltage
transmission tower. BASF supported the relevant authorities in their 2025 target
investigation into the circumstances and cause of the accident. We
use the findings to take appropriate measures to prevent this from
happening again. Such measures include regular information and
Reduction of worldwide process safety
incidents per 200,000 working hours ≤0.1
awareness campaigns.
For more information on occupational safety, see basf.com/occupational_safety We use the number of process safety incidents (PSI) per 200,000
working hours1 as a reporting indicator. We have set ourselves the
Easier with an app Process safety goal of reducing process safety incidents to a rate of no more than
0.1 per 200,000 working hours by 2025. In 2020, we recorded
Hazard assessments are the main occupational safety tool for ▪▪ Regular review of plant safety concepts and performance 0.3 process safety incidents per 200,000 working hours worldwide
preventing accidents and work-related illness. In the future, a of implementation checks and safety-related measures (2019: 0.3). We investigate every incident in detail, even under the
new mobile hazard assessment app can be used at the ▪▪ Global initiatives to reduce process safety incidents constraints of the coronavirus pandemic, analyze causes and use
­Ludwigshafen site in Germany to report occupational hazards ▪▪ Production networks and global training methods foster the findings to derive suitable measures. We share the findings in our
directly on site using explosion-proof smartphones or tablets. ­dialog global network in the interest of continuous improvement.
This information can later be edited on a computer. There are
many advantages to this approach. Digital processes do not Process safety is a core part of safe, effective and thus sustainable Around the world, we promote the reduction of process safety inci-
just save time and avoid transcription errors – images and production. We meet high safety standards in the planning, con- dents and improve risk awareness with a culture of dealing openly
notes also allow more detailed information to be passed on struction and operation of our plants around the world. These meet with mistakes and initiatives to foster dialog around potential safety
without having to enter this twice. This makes is easier to review and, in some cases, go beyond local legal requirements. risks. In reducing plant safety incidents, the main focus is on the
the effectiveness of the measures, making the app a valuable, implementation of technical measures. Bolstered by a greater risk
integrated tool that complements the existing backend applica- Our global standards provide the framework for the safe construction awareness, avoiding and detecting all leaks was again a key priority
tion. The hazard assessment app was tested at the first plants and operation of our plants as well as the protection of people and in 2020 with the “Zero Loss of Containment Mindset” initiative in
in 2020 and made more user-friendly based on the findings. We the environment. Our experts have developed a plant safety concept North America and the “Zero leakage” initiative in South America.
want to expand availability to further plants at the Ludwigshafen and implementation check for every plant that considers the key
site from 2021 and share experiences from the pilot phase in a aspects of safety, health and environmental protection – from
­ In addition, we are continually refining and expanding our training
global network. ­conception to startup – and stipulates specific protection measures. methods and offerings to increase risk awareness. Due to the
­restrictions associated with the coronavirus pandemic, in-person
seminars were also held as virtual meetings or taught using web-
based applications in 2020.

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Safety and security

We play an active role in improving process safety around the world Development of the Health Performance Index (HPI) In light of the coronavirus pandemic, the annual global health cam-
in a global network of internal and external experts, through our paign on the theme “Protect yourself and others – stay healthy in
Target score 0.96 0.97 0.96 0.97
­involvement in organizations such as the International Council of 0.92 2020” was developed at short notice and offered around the world.
0.9
Chemical Associations (ICCA) or the Center for Chemical Process The focus was on preventive hygiene measures, vaccinations and
Safety (CCPS), and by fostering dialog with government institutions. preventing infection. There were also special offerings on remote
For more information on process safety, see basf.com/process_safety working, such as videos and consultations on nutrition, exercise/
ergonomics and psychological stress. Over 450 sites worldwide
Health protection took part in the health campaign with activities such as workshops,
courses, talks and exercises. Another focus in 2020 was on i­nfluenza
▪▪ Global standards for corporate health management prevention. BASF employees could be vaccinated against the
2016 2017 2018 2019 2020
▪▪ 2020 Global Health Campaign: “Protect yourself and ­seasonal flu at many sites around the world, an offer that was very
­others” well received. At the Ludwigshafen site in Germany, for example,
With an HPI of 0.92, we once again reached this target in 2020 around three times more employees participated in the vaccination
Our global corporate health management serves to promote and (2019: 0.97). The figure is slightly lower than in previous years due to campaign than in past years.
maintain the health and productivity of our employees. Our world- the coronavirus pandemic, as a result of which a number of criteria
wide standards for occupational health are specified in a require- crucial to the HPI could not be fully met. For instance, activities that We raise employee awareness of health topics with offerings tailored
ment. A global network of experts provide implementation support. required physical participation such as emergency drills, examina- to specific target groups. The BASF health checks form the
We monitor compliance with these standards at BASF sites with tions or first aider training could not be held on the usual scale. ­foundation of our global health promotion program and are offered
regular audits.1 We measure our performance in health protection to employees at regular intervals.
using the Health Performance Index (HPI). This has five components: The coronavirus pandemic also made many health protection mea- For more information on occupational medicine, health campaigns and the HPI, see basf.com/health
recognized occupational diseases, medical emergency drills, first sures necessary in 2020. Activating our pandemic plans, which
aid, preventive medicine and health promotion. Each component have been mandatory for all sites since 2010, sharing information in
contributes a maximum of 0.2 to the total score, meaning that the our global BASF medical network, and working closely together with
highest possible score is 1.0. We aim to reach a value of more than the authorities, employee representatives and our partners at BASF
0.9 every year. sites enabled us to make and successfully implement sound and
timely decisions according to the situation. Our actions focused on
the health of all of our employees, contractors and third parties.
Measures included developing hygiene concepts, tracing and
breaking infection chains, and providing information to and raising
awareness among employees via the intranet and at the site gates.

1 In 2020, medical personnel including auditors had to concentrate on monitoring and responding to the pandemic situation and on global pandemic preparedness. For this reason and due to the coronavirus-related travel restrictions, only one site was audited on occupational medicine and health protection in the year under review (see page 121).

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Safety and security

Emergency response, corporate security and cybersecurity We protect our employees, sites, plants and company know-how
against third-party interference. This includes, for example, analyz-
▪▪ Regular review of emergency systems and crisis ing potential security risks in the communities surrounding our pro-
­management structures duction sites and addressing in depth the issue of cybersecurity.
▪▪ Comprehensive protection measures against third-party BASF applies the “security by design” principle. As early as the
interference concept phase, all internet of things applications are critically
reviewed from a cybersecurity perspective. We are continually
­
We are well prepared for crisis situations thanks to our global crisis ­developing our ability to prevent, detect and react to security inci-
management system. In the event of a crisis, our global, regional or dents with various measures and training programs. Our global Global Be Secure month
local emergency response plans and crisis management structures Cyber Security Defense Center monitors and protects our IT
­
are engaged, depending on the impact scope. We involve situa- ­systems against hacker attacks. We cooperate closely with a global Cyberattacks have become commonplace. Social engineering
tion-related partners and suppliers as well as cities, communities network of experts and partners to ensure that we can protect our- calls in particular have risen sharply in recent times. Alongside
and neighboring companies. An IT system to support emergency selves against cyberattacks as far as possible. Our IT security technical security, every individual’s conduct plays an important
response helps us to speed up communication between the rele- ­system is certified according to ISO 27001:2013. This also includes role in protecting companies against information theft and
vant players in the event of a crisis and maintain the best possible ISO 27019:2018 for critical infrastructure. cyber­crime.
overview of the situation. This enables the crisis management team We want to raise employee awareness around cybersecurity
to record and process events around the world better and in more Around the world, we work to sensitize our employees about and give them the tools to effectively defend themselves. As
detail. protecting information and know-how. For example, we further
­ well as online training, which is compulsory for all employees,
strengthened our employees’ awareness of risks in 2020 with man- we hold a Be Secure month every year in October. In 2020,
We regularly check our emergency systems, crisis management datory online training for all employees and other offerings such as over 16,000 employees participated in around 90 events in
structures and drill procedures with employees, contractors, local seminars, case studies and interactive training. We have defined nine languages. These ranged from talks on topics such as
authorities and emergency rescue workers. For example, in 2020 we mandatory information protection requirements to ensure compli- ­counter-espionage at BASF to live hacking demonstrations by
conducted 176 drills and simulations in Ludwigshafen, Germany, to ance with our processes for protecting sensitive information and an external digital forensics expert. In addition, information
instruct participants on our emergency response measures. perform audits to monitor this. protection officers around the world organized regional and
local events, mainly held online due to the coronavirus
­
We analyze the potential safety and security risks associated with Our worldwide network of information protection officers comprises ­pan­demic.
investment projects and strategic plans, and define appropriate around 650 employees. They support the implementation of our
safety and security concepts. Our guiding principle is to identify risks uniform requirements and hold events and seminars on secure
for the company at an early stage, assess them properly and derive ­behaviors. Around 100,000 employees had been trained on the
appropriate safeguards. basics of cybersecurity and information protection in 2020. Our
standardized Group-wide recommendations for the protection of
We inform business travelers and transferees about appropriate information and knowledge were expanded to include additional
protection measures prior to and during travel in countries with guidance for employees and updated in line with current
­elevated security risks. After any major incident, we can use a ­developments.
­standardized global travel system to locate and contact employees For more information on emergency response, see basf.com/emergency_response
in the affected regions.

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Product stewardship

 Product stewardship  potential hazards, first aid measures, measures to be taken in the we submitted the relevant substances to the Turkish authorities in
SUPPLIERS BASF CUSTOMERS case of accidental release, and disposal. Our global emergency 2020 – an important milestone in the pre-SIEF notification process.1
hotline network enables us to provide information around the clock.
We review the safety of our products from research and In order to help users to quickly find out about our products and the After successfully registering all substances in Europe, our REACH
­development through production and all the way to our cus- risks associated with them, we use the Globally Harmonized System activities concentrate on aspects such as dossier evaluation,
tomers’ application. We continuously work to ensure that our (GHS) to classify and label our products around the world, provided ­substance evaluation, authorization and restriction. We are also
products pose no risk to people or the environment when this is legally permissible in the country concerned. We take into ­required to continually update our registration dossiers. To satisfy
they are used responsibly and in the manner intended. account any national or regional modifications within the GHS the complex requirements of REACH, we are in regular contact with
framework, such as the CLP Regulation in the European Union or suppliers, customers, industry associations and government
Strategy HazCom in the United States. We train our employees, customers authorities. For example, BASF is working together with the
­
and logistics partners worldwide on the proper handling and optimal ­European Chemicals Agency (ECHA) on a project to improve the
▪ Global directives with uniformly high standards use of selected products with particular hazard potential. In associ- quality of REACH dossiers. BASF was one of the first companies to
ations and together with other manufacturers, BASF is pushing for join this industry-wide initiative.
Product stewardship is of central importance for us. We want to the establishment of voluntary global commitments to prevent the
ensure that our products meet our customers’ quality expectations misuse of chemicals. Product stewardship for crop protection products and seeds
and pose no risk to people, animals or the environment when used
in the manner intended. We are committed to continuously minimiz- BASF supports the implementation of initiatives such as the Global Crop protection products and seeds are highly regulated at national
ing the negative effects of our products on the environment, health Product Strategy (GPS) of the ICCA. GPS is establishing worldwide and international level, which brings with it strict requirements for
and safety along the value chain – from development to disposal – standards and best practices to improve the safety management of registering and re-registering active ingredients and crop systems.
and to the ongoing optimization of our products. This commitment chemical substances and to support governments in the introduc- Regulatory approval is only granted when extensive documentation
to product stewardship is enshrined in our Responsible Care® tion of local chemical regulations. We are also involved in initiatives can be provided showing that our products are safe for people,
charter and the initiatives of the International Council of Chemical such as workshops and training seminars in emerging markets. In ­animals and the environment. Potential risks are assessed and
Associations (ICCA). Our aim is to comply with all relevant national 2020, these included the virtual ASEAN (Association of Southeast minimized throughout the research, development and registration
and international laws and regulations. Our global requirements Asian Nations) workshop on regulatory cooperation. process, and on an ongoing basis following successful market
­define rules, processes and responsibilities, for example, to ensure For more information on GPS, see basf.com/en/gps ­registration. We regularly perform a large number of scientific stud-
uniformly high product stewardship standards worldwide. In some ies and tests to ensure that, as far as possible, our registration
cases, voluntary initiatives exceed local statutory regulations. We Global chemicals regulations dossiers address all questions on potential environmental and health
regularly conduct internal audits to monitor compliance with global effects.
standards. Most of the products we manufacture are subject to statutory
chemicals regulations. We want to ensure compliance with these. We adapt our portfolio to the specific regional markets as crops,
We maintain and evaluate environmental, health and safety data for We are bound by the relevant regional and national chemicals soils, climate conditions, plant diseases and farming practices vary
all of our substances and products in a global database. This infor- ­regulations, which continue to grow in number worldwide. Examples around the world. Consequently, product approvals differ from
mation is continuously updated. The database forms the basis for include REACH in the European Union, TSCA in the United States, country to country.
our safety data sheets, which we make available to our customers KKDIK in Turkey or K-REACH in South Korea. BASF Group compa-
in around 40 languages. These include information on the physical/ nies work closely together with a global network of experts to ensure BASF adheres to the International Code of Conduct issued by the
chemical, toxicological and ecotoxicological properties of products, that BASF complies with the applicable regulations. For example, World Health Organization (WHO) and the Food and Agriculture

1 Pre-SIEF notification for KKDIK, Turkish REACH, is similar but not identical to pre-registration under E.U. REACH. It serves to bring together future registrants for the purposes of joint registration and to enable the creation of a SIEF (substance information exchange forum).

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Product stewardship

Organization (FAO) for the distribution of crop protection products. support and promote farm safety. We are additionally involved in methods are being used in our labs and another 14 are in the devel-
These are only marketed once they have been approved by the rele­ numerous scientific and public organizations and initiatives. opment stage. BASF spent €3.5  million toward this purpose in
vant authorities. We want to ensure and meet high safety standards ­Together, we are working on solutions for sustainable agriculture 2020. The development of alternative methods for testing the po-
worldwide for our products. This applies in particular to distribution that meet long-term economic, ecological and social needs. tential of substances to induce developmental toxicity has been a
in countries that do not have their own or only low-level regulation focus area of our research since 2017.
for crop protection products, as is the case in many emerging We also work closely together with associations such as Crop Life
­markets. We no longer market WHO Class 1A or 1B products (high International and the European Crop Protection Association (ECPA) Since 2016, BASF SE’s Experimental Toxicology and Ecotoxicology
acute oral and dermal toxicity). Depending on availability, we offer to promote the safe and proper use of crop protection products. For department has been working together with a total of 39 partners on
our customers alternatives. example, we support the two associations’ safe use initiatives and one of the largest European collaborative projects for alternative
various programs on the proper disposal and recycling of product methods. The project, planned to run for six years, aims to develop
All of BASF’s crop protection products can be used safely under containers. Technological innovations developed together with alternative methods to the point that chemical risk assessments can
local farming conditions if the information and directions on the label ­industry partners such as the easyconnect closed transfer system in be efficiently conducted largely without animal testing. We are also
are followed. Customers can contact us directly if they have any Europe or the Wisdom system in South America also help to make involved in initiatives such as the European Partnership for Alterna-
questions, complaints or issues, for example, by calling the using crop protection products easier and safer. tive Approaches to Animal Testing (EPAA) to strengthen the
telephone number printed on product labels, using the contact For more information on our Agricultural Solutions segment, see page 100 onward cross-sector development of alternative methods.
forms on our websites or by approaching our sales employees For more information on biodiversity, see page 142 onward

­directly. We record all products incidents relating to health or the Management of new technologies
environment in a ­global database. If necessary, we take appropriate Environmental and toxicological testing
measures in the basis of this information, such as updating the ▪▪ Continual safety research on nano- and biotechnology
­instructions for use on the product label to minimize preventable ▪▪ Use of alternative methods for animal studies
­incidents in the future. We communicate changes to instructions for Nanotechnology and biotechnology offer solutions for key societal
use through channels such as our Farmer Field School initiatives in Before launching products on the market, we subject them to a challenges – such as environmental and climate protection or health
Asia and in training programs such as the On-Target Application ­variety of environmental and toxicological testing using state-of-the- and nutrition. For example, nanomaterials can improve battery per-
Academy in the United States or our FarmNetwork Sustainability in art knowledge and technology. Animal studies are only conducted formance and biocatalytic methods can improve process resource
Europe. when they are required by law, for example as part of REACH, and efficiency. We want to harness the potential of both technologies.
none of the alternative methods approved by the authorities are Using them safely and responsibly is our top priority.
One of the ways we meet our commitment to product stewardship available.
is by offering a wide range of courses and training on the safe Safe handling of nanomaterials is stipulated in our Nanotechnology
­storage and safe use of our products. In India, for example, BASF We adhere to the specifications laid down by the German Animal Code of Conduct. In recent years, we have conducted over 250
launched the Suraksha Hamesha program. Suraksha Hamesha Welfare Act as well as the requirements of the Association for scientific studies and participated in numerous Verbund projects
means “safety all the time.” The program creates a platform for Assessment and Accreditation of Laboratory Animal Care – the
­ related to the safety of nanomaterials in Germany and around the
­educating farmers and agricultural workers about the nine steps of highest standard for laboratory animals in the world. We develop world. The results were published in more than 150 scientific ­articles.
responsible use of crop protection products and personal protec- and are continuously optimizing alternative methods to experimen-
tion. Through Suraksha Hamesha, BASF has engaged with around tally assess the safety and tolerance of our products without animal Together with partners from academia and government authorities,
150,000 agricultural workers and around 29,000 users across India studies. Our aim is to replace, reduce and refine animal studies to we are working on E.U.-funded projects to develop and validate
since 2016. BASF also involves government agencies and the minimize the impact on them. We already use alternative methods in methods for evaluating and grouping nanomaterials without the use
­central government’s farm extension teams in these meetings to more than a third of our toxicological tests. Currently, 35 alternative of animal studies. In particular, grouping nanoforms can reduce

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Product stewardship

­ nimal testing since individual forms do not have to undergo full

a example, with varieties that are better adapted to changing environ-
toxicological testing – only one or more representative of the entire mental conditions or that have higher disease tolerance. In using
group. This is why we are developing new methods to group nano- biotechnology, we want to adhere to all relevant standards and legal
materials in groups with the same hazard potential in the E.U.’s regulations governing production and marketing. We are also g­ uided
PATROLS project. In the E.U.’s GRACIOUS project, we are develop- by the code of conduct set out by EuropaBio, the European bio-
ing concepts for defining and then evaluating the toxicological technology association.
­effects of these groups. In addition, together with the European
Centre for Ecotoxicology and Toxicology of Chemicals (ECETOC),
we developed an internet application (NanoApp) and put this online
in late November 2020. This makes the concepts developed to date
available for the entire industry together with the regulatory require-
ments. The aim is to simplify the registration of nanomaterial groups
under REACH.

Appropriate OECD testing and implementation guidelines must be

developed for the new requirements for nanomaterials under
REACH, the European chemicals regulation. We support this
­process by contributing our expertise in various working groups of
the European Chemicals Agency (ECHA) and the OECD’s Business
and Industry Advisory Group (BIAC). Many of the methods devel-
oped for nanoparticles could, in our view, also be used to evaluate
solid particles in the future, an approach we bring up in regulatory
discussions.

BASF makes successful use of biotechnology. We produce a range

of products with the help of biotechnological methods. This provides
us with extensive experience in their safe use in research and devel-
opment as well as in production. Biotechnological methods are
used to develop and produce products such as natural flavors and
fragrances, enzymes and vitamins. Another application is the devel-
opment of seeds for agriculture. We use both conventional and
molecular biological methods to develop plants with improved
characteristics, such as greater resistance to drought, pests or the
pathogens that cause plant diseases. Tolerance of certain herbicides
also secures yields and enables sustainable, no-till crop systems to
increase CO2 retention in the soil. Innovative breeding technologies
can play a key role in the sustainable development of agriculture, for

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Transportation and storage

 Transportation and storage  approved schemes such as the ship inspection reports issued by ­ ptimizing fairways on the Middle Rhine to improve long-term
o
S U P P L I ER S B A SF CUSTOMERS the Chemical Distribution Institute (CDI) and the Oil Companies ­shipping conditions on the Rhine. We recorded no extended low
­International Marine Forum (OCIMF). water events that significantly restricted our logistics in 2020.
Our regulations and measures for transportation and ware-
house safety cover the delivery of raw materials, the storage Transportation incidents Activities in external networks
and distribution of chemical products among BASF sites and
customers, and the transportation of waste from our sites to We are systematically implementing our measures to improve trans- We are actively involved in external networks, which quickly provide
the disposal facilities. portation safety. We report in particular on goods spillages that information and assistance in emergencies. These include the Inter-
could lead to significant environmental impacts such as dangerous national Chemical Environmental (ICE) initiative and the German
Strategy goods leaks of BASF products in excess of 200 kilograms on public Transport Accident Information and Emergency Response System
traffic routes, provided BASF arranged the transport. (TUIS), in which BASF plays a coordinating role. In 2020, we
▪▪ Risk minimization along the entire transportation chain ­provided assistance to public emergency response agencies and
We recorded two incidents in 2020 with spillage of more than other companies in 112 cases (2019: 165). This included informa-
We want our products to be safely loaded, transported, handled and 200 kilograms of dangerous goods1 (2019: 3). None of these trans- tion on chemicals and their proper disposal, on-site operational
stored. This is why we depend on reliable logistics partners, global portation incidents had a significant impact on the environment support for transportation accidents involving hazardous goods, or
standards and an effective organization. Our goal is to minimize risks (2019: 0). information on human biomonitoring. We apply the experience we
along the entire transportation chain – from loading and transporta- have gathered to improve our own processes and set up similar
tion to unloading. Some of our guidelines for the transportation of Securing raw materials supply via the Rhine River systems in other countries.
dangerous goods go above and beyond national and international For more information on transportation safety, see basf.com/distribution_safety
dangerous goods requirements. We have defined global guidelines At the Verbund site in Ludwigshafen, Germany, around 50% of For more information on emergency response, see basf.com/emergency_response

and requirements for the storage of our products and regularly ­incoming volumes are transported to the site by ship under normal
­monitor compliance with these through audits and assessments. conditions. In recent years, hot and dry summers often led to
­extended low water levels on the Rhine River, temporarily impacting
Accident prevention and emergency response logistics. We are implementing various measures to make the site
more resilient to extended low water events in particular. These
▪▪ Risk assessments for transportation and storage ­include a digital early warning system for low water, which was intro-
duced in 2020. This makes it possible to forecast water level trends
We regularly assess the safety and environmental risks of transport- up to six weeks in advance, which significantly simplifies planning for
ing and storing raw materials and sales products with high hazard raw materials supply and alternative transportation routes. We are
potential using our global requirement. This is based on the also working with the German Federal Institute for Hydrology to
­Guidance on Safety Risk Assessment for Chemical Transport Oper- ­improve water level forecasts. In addition, we chartered more ships
ations published by the European Chemical Industry Council that can navigate low water levels and invested in making loading
­(CEFIC). We also have binding global standards for load safety. stations more flexible. Together with partners, we are also develop-
ing our own type of ship designed for extreme low-water situations,
We stipulate worldwide requirements for our logistics service provid- which should start operation in late 2022. We support the hydraulic
ers and assess them in terms of safety and quality. Our experts use engineering measures proposed by the German Federal Ministry of
our own evaluation and monitoring tools as well as internationally Transport’s “Low water on the Rhine” action plan, in particular
1 Hazardous goods are classified in accordance with national and international hazardous goods regulations.

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Energy and climate protection 

 Energy and climate protection  Schematic overview: development of the BASF Group’s greenhouse gas emissions (Scope 1 and 2)

SUPPLIERS BASF CUSTOMERS Million metric tons of CO2 equivalents

As an energy-intensive company, we are committed to 40.1

­energy efficiency and global climate protection. We want to
further reduce emissions along the value chain. To achieve Without active carbon management:
Estimated emissions from planned production growth
this, we rely on efficient technologies for generating steam
and electricity, for example, and the increased use of renew- 21.9 2030 target:
able energies. We make our production processes as energy CO2-neutral growth

efficient as possible with the help of comprehensive energy

management. We are researching and developing completely
new processes and technologies to reduce our greenhouse
1990 2018 2030 2050
gas emissions over the long term. In addition, our climate
protection products make an important contribution toward 1990 to 2018 2018 to 2030 From 2030
Sales product volumes doubled and Expand production while keeping Reduce emissions through:
emission reduction and resource efficiency. emissions almost halved through: emissions at the 2018 level, – Fundamentally new technologies
– Decomposition of nitrous oxide primarily through: developed in the Carbon
– Increased process and energy efficiency – Higher process and energy efficiency Management R&D Program
Strategy – Purchasing electricity from renewable sources

▪▪ Climate protection target: CO2-neutral growth until 2030 beginning of the 2020 business year (see page 33). This makes highly efficient combined heat and power plants with gas and steam
▪▪ Carbon management to reduce emissions emissions even more important to the operational and strategic turbines, and on the use of heat released by production processes.
steering of the BASF Group. Furthermore, we are committed to energy management that helps
Climate protection is very important to us and is an important part of us analyze and further improve the energy efficiency of our plants on
our corporate strategy. As a leading chemical company, we want to Our climate protection activities are based on a comprehensive an ongoing basis. We continuously analyze potential risks to our
achieve CO2-neutral1 growth until 2030. We aim to keep total green- analysis of our emissions. We report on greenhouse gas emissions business operations arising in connection with the topics of energy
house gas emissions from our production sites and our energy in accordance with the Greenhouse Gas Protocol as well as the and climate protection and derive appropriate measures.
purchases stable at the 2018 level while growing production sector-specific standard for the chemical industry. Sharp increases
­volumes. Based on our growth plans until 2030, this would mean in our greenhouse gas emissions, due for example to the startup of We offer our customers solutions that help prevent greenhouse gas
reducing our specific greenhouse gas emissions by up to one-third large-scale plants, are progressively offset. We assess investments emissions and improve energy and resource efficiency. More than
compared with 2018. To achieve this, we have adopted comprehen- and acquisitions with respect to the impact on our climate protection 40% of our annual research and development spending2 goes
sive carbon management (see page 135) with three strategic levers: target. If, for technical or economic reasons, our carbon manage- ­toward developing these products and optimizing our processes,
optimizing our plants, increasingly sourcing low-carbon energy, and ment activities cannot stabilize emissions at the 2018 level, we will as well as toward research projects to make our processes more
developing completely new, low-emission technologies and pro- also consider taking short-term external offsetting measures such ­energy and resource-efficient and to prevent greenhouse gas emis-
cesses. With these innovations, we want to lay the foundation for as purchasing certificates. sions.
significant emissions reductions from 2030 onward. In connection
with our climate protection target, we made Group-wide CO2 emis- Most of our greenhouse gas emissions are from the consumption of We participate in the program established by the international non-
sions one of our most important key performance indicators at the energy. At sites with internal supply capabilities, we primarily rely on profit organization CDP for reporting on data relevant to climate

1 The goal includes other greenhouse gases according to the Greenhouse Gas Protocol, which are converted into CO2 equivalents.
2 Costs not relevant to the calculation of this share include research expenses in early innovation stages of the phase-gate process, patent costs and expenses for supporting services.

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Energy and climate protection 

protection and have done so since since 2004. BASF achieved a BASF Group’s greenhouse gas emissions according to the Greenhouse Gas Protocola
score of A– in CDP’s 2020 climate change questionnaire, again Million metric tons of CO2 equivalents
­attaining Leadership status. Companies on the Leadership level 2018
BASF operations 2020 2019
are distinguished by factors such as the completeness and (baseline)

trans­parency of their reporting. They also pursue comprehensive Scope 1b

­approaches in managing the opportunities and risks associated with CO2 (carbon dioxide) 16.860 15.855 17.025
climate change as well as strategies to achieve company-wide N2O (nitrous oxide) 0.609 0.598 0.677
emission reduction goals.
CH4 (methane) 0.025 0.023 c
0.027

HFC (hydrofluorocarbons) 0.032 0.082 0.091

Climate protection is a shared global task. This is why we support
various international initiatives and are involved in partnerships. For Scope 2d

instance, we are committed to an ambitious climate policy as part of CO2 3.279 3.519 4.067
the Business 20 (B20) – the central dialog platform between busi- Total 20.805 20.077 c
21.887
ness and politics in the G20 group of countries. In 2020, we helped
Offsetting 0 0 0
draft climate protection recommendations for the G20 Summit in
Total after offsetting 20.805 20.077 c
21.887
Saudi Arabia as a member of the B20’s taskforce on Energy,
­Sustainability & Climate. BASF also supports the recommendations Sale of energy to third parties (Scope 1)e

of the Task Force on Climate-related Financial Disclosures (TCFD). In CO2 0.869 0.779c 0.773

2020, we contributed to the TCFD report on climate-related ­scenario Total 21.674 20.856 c
22.660
analyses as a member of a TCFD advisory group. Since the 2019
Use of biomass f

reporting year, BASF’s annual report has included an overview show-

CO2 0.024 0.004 n/a
ing the sections and subsections in which TCFD-relevant informa-
tion can be found (see page 19). a BASF reports separately on direct and indirect emissions from the purchase of energy. Scope 1 emissions encompass both direct emissions from production and generation of steam and electricity, as well as direct emissions
from the generation of steam and electricity for sale. Scope 2 emissions comprise indirect emissions from the purchase of energy for BASF’s use.
For more information on climate protection, see basf.com/climate_protection b Emissions of N2O, CH4 and HFC have been translated into CO2 emissions using the Global Warming Potential, or GWP, factor. GWP factors are based on the Intergovernmental Panel on Climate Change (IPCC) 2007, errata
­table 2012. HFC (hydrofluorocarbons) are calculated using the GWP factors of the individual components.
c The comparative figure for 2019 has been adjusted to reflect updated data.
d Market-based approach. Under the location-based approach, Scope 2 emissions were 3.552 million metric tons of CO2 in 2019 and 3.362 million metric tons of CO2 in 2020.
e Includes sales to BASF Group companies; as a result, emissions reported under Scope 2 can be considered twice in some cases.
f Emissions are reported separately from Scope 1 and Scope 2 in accordance with the Greenhouse Gas Protocol.
Global target and measures

We want to achieve CO2-neutral growth until 2030. In other words, ciency and optimize processes as well as lower production volumes 2030 target
we aim to maintain total greenhouse gas emissions from our were more than offset by the integration of the polyamide business
CO2-neutral growth:
­production sites (excluding emissions from sale of energy to third acquired from Solvay in January 2020 and the fact that there were
Annual greenhouse gas emissions compared
parties) and our energy purchases at the 2018 level (21.9  million fewer shutdowns of large-scale, emission-intensive plants. with baseline 2018
metric tons of CO2 equivalents) while increasing production. In 2020, (BASF operations excluding sale of energy to third parties, including offsetting)
the emissions reported under this target amounted to 20.8 million Despite the global economic recovery and growing demand for

constant
metric tons of CO2 equivalents, an increase of 3.5% compared with chemical products, CO2 emissions are expected to be at the prior-­
the previous year (2019: 20.1 million metric tons of CO2 equivalents). year level in 2021. We will implement targeted measures to stabilize

The decline in emissions due to measures to increase energy effi- emission levels. These include the implementation of further projects

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Energy and climate protection 

to increase energy efficiency and optimize processes, for example, Energy supply of the BASF Group 2020
to significantly reduce nitrous oxide emissions in Ludwigshafen,
Germany. In addition, we are switching energy supply agreements Electricity supply
Fossil and residual fuels used for own generation in power
to renew­able energy sources, for example, in Freeport, Texas, where Purchased 30% Electricity
plants of the BASF Group

we have signed long-term supply agreements for wind power. 14.7 million
­Emissions will also be reduced by the divestiture of BASF’s global Internally generated 70%
MWh
82.7% Natural gas
31.1 million MWh
pigments business in 2021.

Greenhouse gas emissions from BASF operations (excluding sale of

Steam supply 0.3% Heating oil
0.1 million MWh
­energy to third parties) compared with baseline 2018
Purchased 6%
% 2.1% Coal
0.8 million MWh
2018
baseline
Waste heat 45%
Steam
40.3 million 14.9% Residual fuels
5.6 million MWh
2019 MWha

2020 Total: 37.6 million MWh

Internally generated 49%
–10 –8 –6 –4 –2 2 4 6 8 10

a Conversion factor: 0.75 MWh per metric ton of steam

Specific greenhouse gas emissions in 2020 amounted to
0.639  metric tons of CO2 equivalents per metric ton of sales
­product,1 an ­increase of 11.3% compared with the previous year Specific greenhouse gas emissions from BASF operations We achieved our goal of introducing certified energy management
(2019: 0.574 metric tons of CO2 equivalents per metric ton of sales Metric tons of CO2 equivalents per metric ton of sales product 1 systems according to DIN EN ISO 50001 at all relevant production
product). This was mainly due to changes in BASF’s portfolio from sites2 by the end of 2020.
0.639
the acquisition of the carbon-intensive polyamide business from
0.574
Solvay and the sale of the less carbon-intensive construction chemi­ Through the introduction and ongoing maintenance of certified
cals business. In addition, some plants could not be run at optimal energy management systems, we want to identify and implement
capacity due to weaker demand as a consequence of the corona­ further potential for improvement in energy efficiency. This not only
virus pandemic, which led to higher specific emissions. Since 1990, reduces greenhouse gas emissions and saves valuable energy
we have been able to lower our overall greenhouse gas emissions resources, but also increases our competitiveness.
from BASF operations by 48.1% and even reduce specific emis-
sions by 72.1%. A global working group is responsible for steering the introduction of
certified energy management systems and providing ongoing imple-
mentation support. All energy efficiency measures are recorded in a
2019 2020 global database, analyzed and made available to BASF sites as best
practices. We are currently pursuing more than 200 technical and
organizational measures to reduce energy consumption and
1 Sales product volumes include sales between BASF Group companies; merchandise is not taken into account.
­increase competitiveness. Further sites across all regions were
2 The selection of relevant sites is determined by the amount of primary energy used and local energy prices; does not yet include the polyamide business acquired from Solvay.

BASF Report 2020 132

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Energy and climate protection 

Additional key indicators for energy and climate protection in BASF operations power and steam generation as well as our optimized Energy
­Verbund, we were thus able to avoid a total of 6.2 million metric tons
2018 of carbon emissions in 2020.
2020 2019
(baseline)

Specific greenhouse gas emissionsa (metric tons of CO2 equivalents per metric ton of sales productb) 0.639 0.574 0.577 We further improved energy and resource consumption in produc-
Primary energy demandc (million MWh) 60.256 58.520 60.586 tion with numerous projects around the world in 2020. In China, for
example, we reduced our steam demand by optimizing steam traps
Energy efficiency (kilograms of sales product per MWh) b
540 598 626
at the Caojing site and installing a steam cooler at the Nanjing site.
a Scope 1 and Scope 2 (market-based) according to the GHG Protocol, excluding emissions from the generation of steam and electricity for sale to third parties, including offsetting
b Sales product volumes include sales between BASF Group companies; merchandise is not taken into account.
In the United States, we saved electricity by replacing a cooling
c Primary energy used in BASF’s plants as well as in the plants of our energy suppliers to cover energy demand for production processes
tower at the Geismar site and modernizing a chilling unit in Freeport,
among other measures. Process improvements at many other sites
­ ertified in accordance with ISO 50001 in 2020. These include four
c Energy supply and efficiency led to additional savings in steam, electricity and fuel.
sites in the United States, three sites in China, and one additional
site each in France and Chile. At the end of 2020, 81  sites were ▪▪ Internal supply and Verbund system as important We also rely on locally available sources to supply our sites with
certified worldwide, representing 91% of our primary energy ­components of our energy efficiency strategy power. We generally consider the use of renewable energies in our
­demand. decision-making processes, especially when purchasing electricity.
To generate our own steam and power, we mainly use natural gas Our research also helps to increase the efficiency of technologies for
Certified energy management systems (ISO 50001) at BASF Group (82.7%) and what are known as substitute fuels (14.9%). These are using renewable energy sources.
sites worldwide, in terms of primary energy demanda
residues from chemical production plants that can no longer be
% ­reused. We cover more than 70% of the BASF  Group’s electricity Carbon footprint and climate protection products
91.0 demand with gas and steam turbine plants in highly efficient com-
85.1
bined heat and power plants. Compared with separate methods of ▪▪ Reporting on greenhouse gas emissions along the entire
69.9
generating steam and electricity, we saved 12.0  million MWh of value chain
54.3 ▪▪ Customers’ use of BASF climate protection products
fossil fuels and avoided 2.4 million metric tons of carbon emissions
42.3
in 2020. In 2020, internally generated power in the BASF Group had avoids greenhouse gas emissions
a carbon footprint of around 0.24 metric tons of CO2 per MWh of ▪▪ Calculation of product carbon footprints to increase
electricity and was below the national grid factor at most BASF Group transparency for our customers
locations. The figure for purchased electricity in 2020 was around
2016 2017 2018 2019 2020 0.41 metric tons of CO2 per MWh (market-based approach). As part BASF has published a comprehensive corporate carbon footprint
a Relevant sites are selected based on the amount of primary energy used and local energy prices; does not
of our carbon management (see page 135), we therefore initially aim every year since 2008. This reports on all emissions along the value
yet include the polyamide business acquired from Solvay.
to reduce the carbon footprint of purchased electricity. chain – from raw materials extraction to production and disposal. It
also shows, on the basis of selected climate protection products,
The Verbund system is an important component of our energy effi- the emissions avoided through the use of these products.
ciency strategy: Waste heat from one plant’s production process is
used as energy in other plants. In this way, the Verbund saved us The greenhouse gas emissions arising before and after BASF’s
around 18.7  million MWh in 2020, which translates to 3.8  million ­activities in the value chain (Scope 3 in accordance with the Green-
metric tons less CO2 released into the environment. With combined house Gas Protocol) amounted to around 92 million metric tons of

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Energy and climate protection 

Greenhouse gas emissions along the BASF value chain in 2020a, b In the future, we will calculate cradle-to-gate greenhouse gas emis-
Million metric tons of CO2 equivalents sions for almost all of our products to increase carbon transparency
BASF Customers Disposal
for our customers. We use an in-house digital solution to calculate
Production (including generation Emissions from the use of Incineration with energy the product carbon footprint (PCF). The methodology follows
of steam and electricity) end products (C 11) recovery, landfilling (C 12)
­general standards for life cycle analysis such as ISO  14044 and
ISO 14067, as well as the Greenhouse Gas Protocol Product Stan-
52 21 4 6 24 6 dard. We used the new method to calculate PCFs for the first
Suppliers Transport Other products in 2020. We want to make the data for around 45,000
Purchased products, services and Transport of products, (C 3b, 3c, 5, sales products available by the end of 2021. The transparency this
capital goods (C 1, 2, 3a) employees’ commuting and 8, 13, 15)
business travel (C 4, 6, 7, 9) creates enables us to target our CO2 reduction measures to those
areas where our customers can later achieve the greatest value
added from lower carbon emissions in the value chain.
a According to Greenhouse Gas Protocol; Scope 1, 2 and 3; categories within Scope 3 are shown in parentheses. For more information on Scope 3 emissions reporting, see basf.com/corporate_carbon_footprint
b Emissions figures do not yet include the polyamide business acquired from Solvay. For more information on the sustainability analysis of our product portfolio, see page 45 onward
For more information on our emissions reporting, see basf.com/corporate_carbon_footprint

CO2 equivalents in 2020 (2019: 100  million metric tons of CO2 This showed that a standard hydraulic fluid has the lowest carbon
equivalents). In 2020, BASF implemented a new digital application footprint during the production stage. BASF uses more energy to
to calculate transport-related emissions, which evaluated around produce the lubricant additives needed for high-performance
68  billion metric ton kilometers for transport within BASF and to hydrau­lic fluids, which means that these have higher carbon emis-
BASF customers by distance and transportation mode. sions. However, these products offer a significant advantage during
the use phase: Compared with a standard hydraulic fluid, these
Our climate protection products offer our customers solutions to reduce friction and increase pump efficiency, which significantly
­
avoid greenhouse gas emissions over their entire life cycle com- ­reduces the excavator’s fuel consumption. They save 9,600 liters of
pared with reference products. The systematic analysis we conduct diesel over 8,000 hours of crawler excavator operation. Viewed over
on our portfolio – Sustainable Solution Steering (see page 45) – rates the entire life cycle, the high-performance hydraulic fluids therefore
the use of these Accelerator solutions as particularly good with have a much better carbon footprint than standard hydraulic fluids.
­respect to climate protection and energy. Overall, the reduction in greenhouse gases corresponds to around
30 metric tons of CO2 equivalents. In addition, high-per­for­mance
One example of Accelerator products are our lubricant additives, hydraulic fluids have a much longer service life, which also saves
which give hydraulic fluids long-term lubrication stability combined fossil resources.
with wear and corrosion protection. These can be used to design
high-quality products with a longer service life. Together with our The findings of the study show that the advantages of high-perfor-
customer Fuchs Petrolub, we examined the environmental and mance oils first become clear in a holistic cradle-to-grave assess-
­climate friendliness of different hydraulic fluids. A joint eco-efficiency ment that also considers the use phase. The product-related
analysis analyzed three mineral oil-based fluids from Fuchs over greenhouse gases emitted from resource extraction to the produc-
their entire life cycle, including over 8,000 hours of use in a crawler tion of precursors and the BASF product (cradle to gate) are an
excavator. impor­tant part of this approach.

BASF Report 2020 134

Climate
 

protection with
Until 2030, we want to grow our production without adding That is why we will continue to invest in the creation and optimization
further CO2 emissions.1 Our carbon management bundles our of Verbund s­ tructures and drive forward the consolidation of produc­
global activities to meet this climate protection target and tion at ­highly efficient sites.

carbon further reduce our greenhouse gas emissions over the long
term. We have adopted a three-pronged approach: We aim to Increasing use of renewable energy

management 
increase production and process efficiency, purchase elec-
tricity from renewable sources, and develop completely new Our carbon management aims to increase the share of renewables
low-emission technologies and processes. We want to use in our energy supply. Nineteen sites in Europe and North America
these to significantly reduce our CO2 emissions from 2030 already source partially or fully emission-free elec­
­ tricity from
onward. ­suppliers.
Climate protection is firmly embedded in our
­corporate purpose, “We create chemistry for a
Further improving process and energy efficiency Number of sites partially
sustainable future,” and is a cornerstone of our

19
or fully powered by emission-free
strategy. We are committed to the Paris Climate
We aim to make our plants and processes even more efficient and electricity in 2020
Agreement and the goal of limiting global warming 
resource-saving. When investing in our sites, we draw on our exper-
to below 2 degrees Celsius. Our innovative climate
tise and innovative technologies to optimize the use of raw materials
protection products such as insulation materials
and in this way, reduce CO2 emissions. For example, our gas and Wherever possible, we incorporate renewable energies when
for buildings or battery materials for electromobility
steam turbine power plant at the Schwarzheide site in Germany is constructing plants and modernizing or establishing new sites. For
play a role here. We are also continually working to
currently undergoing a €73 million modernization. Once it is started ­example, we only used hydropower for the construction of our new
reduce our own carbon emissions. We have
up in 2022, it will produce 10% more electricity and the CO2 emis- battery materials plant in Harjavalta, Finland, in 2020 (planned
­already almost halved our carbon emissions since
sions factor of the power generated will be around 10% lower ­startup: 2022). We plan to mainly use locally generated renewable
1990 through improvements to processes and
thanks to higher fuel efficiency. electricity in the operational phase as well. This will enable us to
methods – while simultaneously doubling sales
offer cathode active materials with a lower carbon footprint. In
product volumes.
CO2 avoided by the 2020, we also started up photovoltaic plants with a nameplate
Verbund and combined heat and power capacity of around 1,300 kWp (kilowatt peak), for example at the

6.2 
generation in 2020 Caojing and Pudong sites in China.

 million metric tons

Developing climate-smart technologies

BASF’s Verbund concept also plays a key role in increasing Most of our production processes and methods are already highly
­efficiency. It helps us to realize synergies across all segments and to optimized, making further improvements to existing plants an
efficiently steer value chains. Intelligently linking production and increas­ingly difficult task. As a result, completely new technologies
­energy demand enables us to use fewer resources and reduce our are needed to reduce greenhouse gas emissions over the long term
emissions. ­Together, combined power and steam generation and and on a large scale. BASF researchers are working at full speed on
our continuously enhanced Energy Verbund avoided a total of 6.2 this in our Carbon Management R&D Program, which focuses on
million metric tons of carbon emissions in 2020 (see page 133). the production of basic chemicals. These are the basis for many

1 The goal includes other greenhouse gases according to the Greenhouse Gas Protocol, which are converted into CO2 equivalents.

BASF Report 2020 135

value chains and account for around 70% of the chemical industry’s Another example from our Carbon Management R&D Program, Methane pyrolysis
greenhouse gas emissions in Europe. which has been marketed since mid-2019 in cooperation with
Linde, is a process known as dry reforming to produce syngas from
Potential CO2 avoided methane and CO2. Thanks to BASF’s newly developed SYNSPIRE™ H

by electrical heating concepts catalyst in combination with an innovative process technology from

90%
H
for steam crackers Linde, less water vapor is required in syngas production and CO2 is H
H

used in the process as a raw material. In this way, the DRYREF™ H

3
H
 up to
technology improves plants’ energy and carbon footprint. C
H Hydrogen
H2
H
As part of this R&D program, we are developing an innovative, The framework for the transformation
­climate-friendly production process for hydrogen (methane pyroly- 4
sis) together with partners from academia and industry in a project The transition toward a climate-friendly society remains a funda-
sponsored by the German Federal Ministry of Education and mental challenge of the 21st century. There are many ways in which 2
Research, to name one example. Hydrogen is used as a reactant in the chemical industry can be part of the solution. The political and
many chemical processes, such as ammonia synthesis. However, regulatory environment is also crucial to the development and indus-
> 1,000°C
the processes currently used to produce hydrogen from methane, trial application of completely new production processes. Demand H H
such as steam reforming, are extremely CO2 emission-intensive. In for green electricity will increase sharply with innovative, more
C
methane pyrolysis, by contrast, methane is split directly into hydro- ­climate-friendly technologies. At the Ludwigshafen site in Germany
H H
gen and carbon. The resulting solid carbon could be used in the alone, we would need to roughly triple or quadruple our current
future to produce aluminum, for example. Methane pyrolysis requires electricity use (2020: 6.0 TWh) to fully implement new, low-carbon Methane
CH4
around 80% less electricity than the alternative method of producing electricity-based production processes. As well as its availability, the
hydrogen using water electrolysis. If this energy comes from renew- price of green power is also a critical success factor. High prices are
1
able sources, the process could be made carbon-free. Following already hindering the more widespread adoption of green power 5
extensive groundwork, including research into the reaction kinetics today and impact the economic feasibility of future, new production
of the pyrolysis process and technical feasibility studies, we started processes. Sectors like the chemical industry, which compete in an Carbon
granulate
up a test facility for methane pyrolysis at the Ludwigshafen site in international market, cannot pass on the additional costs caused by
Germany in 2020. It will provide insights into the heating concept, as low-carbon technologies to their customers until a comparable
well as the use of new types of high-temperature materials. carbon pricing mechanism exists globally – or at least at G20 level.
Until then, governments must implement measures to ensure the
Another focus area of the R&D program is alternative heating con- competitiveness of climate-friendly processes.
1. Methane flows into the reactor.
cepts for our steam crackers. These large-scale industrial plants are For more information on carbon management, see basf.com/en/carbon-management
used in the chemical industry to split petroleum into olefins and aro- 2. Methane is heated to over 1,000°C using
­electricity from renewable sources (such as
matics. To do this, it needs to reach temperatures of 850°C and solar and wind power).
higher. The cracker’s furnaces are usually operated with natural gas.
3. The methane is split in the hot center of the
An interdisciplinary team is working on developing a fundamentally ­reactor. Gaseous hydrogen and solid carbon
new furnace concept based on an electrical resistance heater (e-fur- are formed.
nace). If powered by renewable energy, this could avoid up to 90% 4. The hydrogen rises to the top and can be
of CO2 emissions. ­extracted.
5. The carbon produced is a solid granulate.

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Air, waste and soil

 Air, waste and soil    Emissions to air In addition, our portfolio contains a variety of products to help
SUPPLIERS BASF CUSTOMERS ­reduce the emission of air pollutants – from process catalysts for
▪▪ Emissions to air slightly lower industry applications and plastics additives to catalysts for the auto-
We want to minimize the impact of our activities on people motive industry.
and the environment by further reducing emissions to air, Total emissions of air pollutants from our production plants ­amounted
preventing waste and protecting the soil. Our plants are to 23,791 metric tons in 2020 (2019: 25,040 metric tons1). ­Emissions Management of waste and contaminated sites
operated responsibly and we use natural resources with
­ of ozone-depleting substances as defined by the Montreal Protocol
­respect. We have set ourselves standards in global require- totaled 14 metric tons in 2020 (2019: 26 metric tons1). ­­The succes- ▪▪ Total waste volume slightly lower
ments and are continually improving the resource efficiency sive changeover to alternative coolants has significantly reduced ▪▪ Systematic management of contaminated sites
of our processes with our Operational Excellence program. these emissions, down from 229 metric tons in 2002. Emissions of
heavy metals2 in 2020 amounted to 4 metric tons (2019: 5 metric We use the BASF Verbund to efficiently manage our material flows.
Strategy tons1). The by-products of one plant often serve as feedstocks for another
plant, avoiding waste. At the Antwerp site in Belgium, for example,
▪▪ Minimizing environmental impacts Emissions to air we re-use a carboxylate solution from the cyclohexanone plant in
▪▪ Maximizing recovery options Metric tons the production of soda ash. Other material flows can be used to
Air pollutants from BASF operations 2020 2019 generate steam, which saves fossil fuels.
Regular monitoring of our emissions to air is a part of our environ- CO (carbon monoxide) 3,507 3,530
mental management. In addition to greenhouse gases (see page 130 NOX (total nitrogen oxides) 10,010 10,534 We are working intensively on solutions for a circular economy (see
onward), we also measure and analyze emissions of air pollutants to page  30). We want to further reduce our demand for primary
NMVOC (nonmethane volatile organic compounds) 4,702 4,496
avoid potentially harmful substances as best possible. ­resources and at the same time, help to reduce waste generation
SOX (total sulfur oxides) 1,861 1,982
through better recycling, for example, of platinum group metals, or
Our waste management is based on the systematic tracking of Dust 2,000 2,320a the use of recycled feedstocks such as pyrolysis oil from mixed
material flows and follows a clear hierarchy. We aim to avoid waste NH3 (ammonia) and other inorganic substances 1,711 2,178 ­plastic waste or used tires (see see page 119). We are also involved
as far as possible. If this is not possible, we review the options for Total 23,791 25,040a in various initiatives to avoid waste and strengthen the circular
recycling or energy recovery in terms of a circular economy. Non-­ ­economy. For example, as a founding member of the Alliance to
a The comparative figure for 2019 has been adjusted to reflect updated data.
recyclable waste is disposed of properly and in an environmentally End Plastic Waste (AEPW), we cooperate with around 50 other
responsible manner. BASF’s Verbund structure helps us to avoid or companies along the value chain to put plastic waste to good use
reduce waste. We regularly audit external waste disposal compa- We want to further reduce our emissions with various measures. For and reduce the amount that enters the environment. The AEPW
nies to ensure that waste is disposed of properly. In this way, we instance, we use catalysts to reduce nitrogen oxides or feed waste ­intends to invest up to $1.5  billion in various projects and coop­
also contribute to preventive soil protection and keep today’s waste gases back into the production process. One example of this is the erative ventures to this end, mainly in Asia and Africa (see box on
from becoming tomorrow’s contamination. If soil and groundwater production of adipic acid at the Ludwigshafen site in Germany. The page 138).
contamination occurs at active or former sites, appropriate remedi- nitrous oxide generated in the process is not broken down, but
ation measures are reviewed and implemented. ­isolated and used in the BASF Verbund as a feedstock for interme-
diates. This reduces our emissions and simultaneously increases
process and resource efficiency.

1 The comparative figure for 2019 has been adjusted to reflect updated data.
2 Heavy metals are included in the figure for dust (see the table “Emissions to air”).

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Air, waste and soil

Waste generation in the BASF Group

Million metric tons
2020 2019

Total waste generation 2.21 2.34

Waste recovered 0.96 0.99

Recycled 0.44 0.45

Thermally recovered 0.52 0.54

Waste disposed of 1.25 1.35

Through incineration 0.74 0.78

In surface landfills 0.35 0.38 Alliance to End Plastic Waste

Othera 0.16 0.19
In 2019, we co-founded the Alliance to End Plastic Waste
Classification of waste for disposalb
(AEPW) with other companies from along the value chain – from
Nonhazardous waste 0.36 0.43
plastics producers and consumer goods manufacturers to
Hazardous waste 0.89 0.92 waste disposal companies. The AEPW has around 50 mem-
of which transported hazardous waste 0.25 0.28 bers, who together aim to develop solutions that stop plastic
a Physical/chemical and biological treatment, underground disposal
waste from entering the environment, especially the ocean.
b Waste is classified as hazardous or nonhazardous waste according to local regulations. There are four main focus areas: developing infrastructure for
waste collection, promoting innovative recycling methods,
We have global standards for managing contaminated sites. A education and engagement of various stakeholders, and
­
worldwide network of experts ensures these are implemented. We cleanup of areas heavily impacted by plastic waste. BASF
­
develop remediation solutions that balance nature conservation, supports the AEPW’s goal of establishing a circular economy
climate protection concerns, costs and social responsibility. This for plastics with its ChemCyclingTM project. BASF is also
means making customized decisions on a case-by-case basis, involved in Alliance initiatives such as cleanup efforts. For
­
founded on the legal framework and current technological ­standards. instance, almost 300 BASF employees participated in the
­
Contaminated sites are documented in a database. Ongoing reme- AEPW’s All Together Global Cleanup campaign in Ludwigs­
diation work around the world continued on schedule in 2020 and hafen, Germany, and Shanghai, China, in September 2020.
planning was concluded on future remediation projects.
For more information on provisions for environmental protection, see the Notes to the Consolidated
Financial Statements on pages 230 and 260
For more information on the Alliance to End Plastic Waste, see basf.com/en/aepw and
endplasticwaste.org

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Water

 Water  portation safety standards (see pages 123 and 129 ) aim to maintain 2030 target
S U P PL IE RS B A SF CUSTOMERS good water quality and minimize the risk of product spillages into
Introduction of sustainable water management at our
water bodies.
­production sites in water stress areas and at our
Water is of fundamental importance in chemical production. Verbund sites
It is used as a coolant, solvent and cleaning agent, to make We offer our customers solutions that help purify water and use it
our products and transport our goods. We are committed to more efficiently while minimizing pollution. These include high-­
its responsible use along the entire value chain and ­especially performance plastics to produce ultrafiltration membranes, seeds We pursue our goal by applying the European Water Stewardship
in our production sites’ water catchment areas. We have set with higher drought and heat tolerance, or water-saving thin-film standard, which rests on four principles: sustainable water abstrac-
ourselves a global target for sustainable water management. processes for metal pretreatment. Together with other companies tion, maintaining good water quality, preserving conservation areas,
from along the value chain, we are also involved in global initiatives and ensuring continuous improvement processes. In addition, we
Strategy such as the Alliance to End Plastic Waste (see page 138), the World are a member of the global Alliance for Water Stewardship.
Plastics Council and Operation Clean Sweep to prevent plastics
▪▪ Using water responsibly with sustainable water from entering the environment, especially water bodies. We identify and implement potential for improvement as part of
­management sustainable water management. For instance, we use wastewater
We report transparently and comprehensively on water. For instance, from municipal wastewater treatment plants to reduce our fresh­
BASF is committed to the United Nations’ Sustainable Development we again provided detailed answers to the 2020 water survey from water demand at our sites in Tarragona, Spain (since 2013) and
Goals. These cover topics such as the responsible use and sustain- the nonprofit organization CDP. In the final assessment, BASF again ­Freeport, Texas (since 2019). At the Pontecchio site in Italy, our
able management of water (SDG 6). We have defined global stan- achieved the top grade of A and thus Leadership status. CDP eval- need for river and groundwater is reduced by the use of rainwater
dards and processes in our Responsible Care Management System. uates how transparently companies report on their water and optimized sludge dewatering, which started up in late 2020. At
­management activities and how they reduce risks such as water the Ludwigshafen site in Germany, we have continually optimized
Sustainable water management has been a central element of our scarcity. The assessment also considers the extent to which ­product cooling water needs over the past few years with technical improve-
strategy to use water responsibly for many years. We aim to intro- developments – including at the customers of the companies being ments, most recently in the production of higher carboxylic acids, for
duce sustainable water management at all relevant production sites. evaluated – can contribute to sustainable water management. example. In addition, the startup of a new recooling plant in 2020
These include our Verbund sites and sites in water stress areas.1 For more information on the CDP water survey, see basf.com/en/cdp makes the site less dependent on changes in water temperature
Our sustainable water management aims to protect water as a and water levels on the Rhine. We have also taken numerous mea-
­resource, continuously improve water use efficiency, and consis- Global target and measures sures to secure the supply of raw materials to the site and the
tently reduce emissions. We consider the quantitative, qualitative transportation of our products by ship on the Rhine River, even in
and social aspects of water use. Our goal is to introduce sustainable water management at our the case of extended periods of low water (see page 129).
­production sites in water stress areas and at our Verbund sites by
We advocate the responsible use of water as a resource along the 2030, covering 93% of BASF’s total water abstraction. We achieved
entire value chain. We audit supplier compliance with environmental 46.2% of our target in 2020 (2019: 35.8%).2 Sustainable water
standards in our regular supplier assessments (see page 113). In management was introduced at six sites in 2020 (2019: 8).
addition, we support a wide range of initiatives to promote sustain-
ability in the supply chain (see page 117). Our Responsible Care
Management System (see page 121) and global process and trans-

1 We define water stress areas as regions in which more than 40% of available water is used by industry, households and agriculture. Our definition is based on the Water Risk Atlas (Aqueduct 3.0) published by the World Resources Institute. For more information, see wri.org/aqueduct.
2 Our water target also continues to take into account the sites that we identified as water stress sites in accordance with Pfister et al. (2009) prior to 2019.

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Water

Water balance Water in the BASF Group 2020

Million cubic meters per year
▪▪ Optimizing demand and efficient use
Abstraction / Use Discharge
Our water abstraction totaled 1,728 million cubic meters in 2020 supply a a

(2019: 1,717). This demand was covered for the most part by fresh-
1,728 6,776 1,429
water such as rivers and lakes (87% of water abstraction). At some
sites, we use alternative sources such as treated municipal waste-
water, brackish water or seawater. A small part of the water we use Surface water / freshwater 1,417 13% 87%
Production Cooling
­reaches our sites as part of raw materials and steam, or is released Brackish water / seawater 218
in our production processes. We abstract most of the water we Groundwater 62
Cooling 6,544 Surface water / freshwater 1,205
need for cooling and production ourselves. In 2020, 5% of our total Drinking water 23
of which recirculating 5,281 Brackish water / seawater 203
water demand was covered by third parties. Reusable wastewater
3
from third parties once-through 1,263 Groundwater 1
Water produced 5 Production b 232 External treatment plant 20
We predominantly use water for cooling purposes (87% of water
abstraction), after which we discharge it back to our supply sources.
We reduce our demand for cooling water by recirculating as much a The difference between the volume of water abstracted and the volume discharged is primarily attributable to evaporation losses during recirculation of cooling water and limited accuracy in measuring cooling water discharge.
of it as possible. To do this, we use recooling plants that allow water b Total from production processes, graywater, rinsing and cleaning in production

to be reused several times. Around 13% of our total water abstrac-

tion is used in production plants, for example, for extraction or dis- (73%). Water consumption in water stress areas accounted for Emissions to water
solution processes or for cleaning. Most of this water is discharged around 11% of our total water consumption (2019: 14%) and was
back to our supply sources after being treated in BASF or third primarily attributable to evaporation in cooling processes. ▪▪ Emissions slightly lower
party plants.
The supply, treatment, transportation and recooling of water is A total of 1,429 million cubic meters of water were discharged from
The BASF Group’s water consumption describes the amount of ­associated with a considerable energy demand. We are constantly BASF production sites in 2020 (2019: 1,509), including 166 million
water that is not discharged to a supply source, meaning that it is no working to optimize our energy consumption and the amount of cubic meters of wastewater from production. Total wastewater in
longer available to other users. Consumption is mainly attributable water we use, and to adapt to the needs of our business and the water stress areas was less than 1%. As cooling water is ­recirculated
to the evaporation of water during closed-circuit cooling. A smaller environment. One example of this is the nitric acid Verbund at the as much as possible there, the share of wastewater from production
amount is from the water contained in our products. Water Ludwigshafen site in Germany. Various recooling optimization mea- processes is comparatively higher than at other BASF sites.
­consumption in 2020 amounted to around 63 million cubic meters sures not only significantly reduce the use of cooling water there, but
(2019: 61). also save 12 gigawatt hours of energy and avoid 3,500 metric tons BASF carefully assesses the impact of wastewater discharge in
of CO2 every year. ­accordance with the applicable laws and regulations. The ­responsible
In 2020, around 25% of our production sites were located in water local authorities regularly review our analyses and precautions in
stress areas. These sites accounted for 1% of BASF’s total water ­accordance with the relevant local requirements to prevent contami-
abstraction (2019: 1%).1 This demand was covered for the most nants from entering water bodies.
part by freshwater (97%). We mainly source water from third parties

1 Aqueduct 3.0 was used to identify sites in water stress areas to determine pro rata water abstraction and water consumption.

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Water

Emissions of nitrogen to water amounted to 2,900 metric tons in

2020 (2019: 3,000). Around 11,500 metric tons of organic
­substances were emitted in wastewater (2019: 12,100). Our waste-
water contained 22 metric tons of heavy metals (2019: 25).
­Phosphorus emissions amounted to 270 metric tons (2019: 260).

Our approach is to reduce wastewater volumes and contaminant

loads at the source in our production processes, and to reuse
wastewater and ­material flows internally as far as possible. To treat
wastewater, we use both central measures in wastewater treatment
plants and the selective pretreatment of individual wastewater
streams before these are sent to the wastewater treatment plant.
Suitable methods are used, depending on the type and degree of
contamination – ­including biological processes, chemical oxidation,
membrane technologies, precipitation or adsorption.

In order to avoid unanticipated emissions and the pollution of sur-

face or groundwater, we have water protection concepts for our
production sites in place. This is mandatory for all production plants
as part of our Responsible Care Management System. The waste-
water protection plans involve evaluating wastewater in terms of risk
and drawing up suitable monitoring approaches. We use audits to
check that these measures are being implemented and complied
with.
For more information, see basf.com/water

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Biodiversity

   Biodiversity  r­enewable raw materials. Our aim is to prevent these areas from Our responsibility to our sites and our production
SUPPLIERS BASF CUSTOMERS being developed for intensive economic use. Furthermore, we want
any land use development activity to respect the rights of indigenous Preservation of biodiversity is also taken into consideration in the
Biodiversity describes the variety of life forms on Earth. and local communities. We are working with partners to increase management of our sites. We respect natural resources at all our
­Animals and plants fulfill a variety of functions and guarantee supply chain sustainability, for instance with the Roundtable on production sites and have committed to the following measures: We
the ability of their ecosystem to withstand alterations such as Sustainable Palm Oil (RSPO) in our supply chain for palm-based raw operate our facilities in a responsible manner and minimize negative
climate change. As a chemical company, we depend on eco- materials (see page 117). effects on the environment, including forests, by keeping air, water
system services like the availability of renewable resources and soil emissions as low as possible and reducing and avoiding
and air, water and soil quality, while also influencing them. BASF procures a variety of renewable raw materials. Particularly waste (see page 137). Moreover, we conduct systematic assess-
Protecting biodiversity is therefore a key element of our palm and palm kernel oil, soy oil and its derivatives as well as ligno- ments of sustainability aspects when making decisions about
­commitment to sustainability. sulphonates, which are extracted from wood, have been determined ­investments in the construction of new sites or expansion of existing
to have a high deforestation risk. Based on purchasing volume, ones, including the potential impact on forests and biodiversity. Our
Thanks to responsible procurement practices, the efficient use of palm oil products are the most relevant renewable raw materials for water management (see page 139) and our involvement in organiza-
raw materials, our product solutions and involvement in numerous BASF. To achieve greater sustainability in this supply chain, a tions such as the Alliance to End Plastic Waste (AEPW) (see
initiatives, our business conduct is consistent with the United detailed Palm Commitment went into effect in 2011 and was
­ page 138) contribute to the preservation of biodiversity in bodies of
­Nations’ Sustainable Development Goals and we reduce our nega- ­extended in 2015. It was put into practice through our Palm Sourc- water.
tive impact on biodiversity. It is currently extremely difficult to mea- ing Policy. Furthermore, we are involved in a range of projects in
sure impacts on biodiversity and thus BASF’s impacts in full. At the other supply chains promoting responsible use of natural resources Our management of our product impact
same time, we help to measure s­ ignifi­cant impacts on land use in and biodiversity (see page 118). BASF was rated for the first time
individual steps of the value chain, for example with our Value to in 2020 in the nonprofit organization CDP’s forest assessment We want to ensure that our products meet our customers’ stan-
Society method. We also initiated a pilot project in 2020 to improve (grade: A–). It evaluates companies’ management of environmental dards in quality and, through appropriate use, pose no risk to
methodological measurement of the i­mpacts of individual product risks and opportunities. It is based on detailed insights into our palm ­humans, animals or the environment. Our commitment to the objec-
applications on biodiversity. value chain and the impact of our activities on ecosystems and tives set forth by the Responsible Care® charter of the I­nternational
habitats. Council of Chemical Associations (ICCA) obligates us to continu­
Our responsibility to our supply chains ously minimize the negative effects of our products on the environ-
In cooperation with partners, we are also developing innovative ment, health and safety and to optimize our products on an ongoing
The business activities of our raw materials suppliers often involve solutions to reduce pressure for economic use of forests. For exam- basis. For example, we evaluate our products and solutions in crop
land use and the associated impact on biodiversity, whether it is in ple, the Nutrition  & Health division and Isobionics® launched protection and seeds throughout the entire research, development
natural gas and crude oil production, mineral extraction or cultivation ­Isobionics® Santalol in 2020, which is a biotechnologically produced and registration process. After they have been ­approved for the
of crops such as oil palms and castor-oil plants. Our expectations fragrance and a convincing alternative to natural sandalwood oil. market, we continue assessing them regularly for potential risks and
with regard to environmental, labor and social standards in the This oil is extracted from the wood and roots of the sandalwood impact to the ecosystems in which they are used. We have initiated
supply chain are laid down in the Supplier Code of Conduct (see tree, which is on the Red List of the International Union for Conser- various projects and offer training to prevent ­inappropriate applica-
page 113). vation of Nature (IUCN) because it is highly endangered by overex- tion of our products (see page 126).
ploitation. Our newly developed fragrance addresses customer
We published our Position on Forest Protection in June 2020. In it, ­demand for reliability in the supply of raw materials while conserving
we commit to the preservation of areas of High Conservation Value, natural resources.
High Carbon Stock forest areas and peatlands when procuring

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Biodiversity

All types of land development, such as agriculture and forestry, play to make an impact on the ground. To promote biodiversity, we are
a role in changing biodiversity. Activities such as tillage, drainage, pursuing various initiatives such as the BASF FarmNetwork Sustain-
fertilization and the use of crop protection products can affect flora ability, the Mata Viva® Initiative and the “Lark’s Bread” project (see
and fauna by influencing their food sources. box on the right).

We strengthened our commitment to sustainable agriculture in The BASF FarmNetwork Sustainability was established in 2013 with
2020. We focus on four areas to help farmers to find the right the goal of developing feasible measures to increase biodiversity
­balance: climate-smart farming, sustainable solutions, digital farm- across intensively farmed land. The network is composed of farms
ing and smart stewardship (see page 102). In this context, we work in Europe, including in Germany, the United Kingdom, France, Italy
with farmers to create balanced agricultural systems which enable and Poland. Independent external experts on nature conservation
productive and efficient farming of high-quality food products and at and environmental protection assess the development of bio­di­ver­
the same time promote biodiversity in the field. For example, we sity at some of these farms.
advise them on soil cultivation and look for suitable ways to improve
The “Lark’s Bread” project to foster
biodiversity in farmlands. Our many years of experience in sustain- The Mata Viva® Initiative in Brazil is a collaboration between BASF biodiversity
ability measurement and evaluation in agriculture are particularly and the Fundação Espaço ECO® organization as well as partners With this project, BASF is showing in Germany that striking a
useful here. Our AgBalance® method and the biodiversity calculator, from many facets of society. It was established in 1984 to preserve balance between productive agriculture and biodiversity is
which has been available since 2020, enable a scientifically sound water quality and soil and create a natural habitat for indigenous possible. In a pilot project with a local bakery chain and a mill,
assessment of the impact of agricultural practices on biodiversity. animal and plant species. To date, a total of 730 hectares of land four farmers from the BASF FarmNetwork Sustainability have
Based on these assessments, we issue recommendations for mea- have been reforested and 1.2 million seedlings have been planted. created “lark windows” on a total of 40 hectares of winter wheat
sures such as planting flower strips or establishing nesting places to A program started in 2020 restores forests in the Mata do Barreiro fields. These “lark windows” are open spaces in fields with an
bene­fit pollinators, like wild bees, and farmland birds. Our modern Rico green reserve. The reserve is one of the last sanctuaries of the area of about 20  m², which skylarks use as “runways" when
seed solutions also enable better yield on existing farmlands and southern muriqui monkey (Brachyteles arachnoides), which is clas- they brood in the fields and search for food. The harvested
thus help protect natural habitats. sified by the IUCN as critically endangered. wheat is processed into “lark’s bread” and sold at a markup
For more information on our responsible management of resources, see page 116 that compensates farmers for their efforts and yield loss as well
Our biodiversity initiatives For more information on product stewardship, see page 126
as supports further biodiversity measures.
For more information on our commitment to biodiversity, see basf.com/biodiversity
For more information on our position on forest protection, see basf.com/forestprotection
Engaging in an ongoing dialog with a variety of stakeholders is of
utmost importance to BASF. For this reason, we will continue to
pursue an exchange with partners in the value chain, in government
and in civil society to preserve the natural habitats of plants and wild
animals and thus play our part in protecting biodiversity. We work
with a number of organizations including the Roundtable on
­Sustainable Palm Oil (RSPO), the Sustainable Palm Oil Forum, the
Brazilian Coalition on Climate, Forests and Agriculture and the High
Carbon Stock Approach Steering Group. We seek to collaborate
with additional relevant stakeholders and organizations to raise and
increase awareness and drive the necessary market transformation

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Employees

Employees changing environment, demographic change and the digital work- Number of employees
place. In everything we do, we are committed to complying with
SUPPLIERS BASF CUSTOMERS
­internationally recognized labor and social standards. We want our As of December  31, 2020, the number of employees decreased
working conditions to be a motor for innovation, and one way of to 110,302  employees compared with 117,628  employees as of
achieving this is through inclusion of diversity. Lifelong learning and ­December  31, 2019. The decrease was due primarily to the sale
Our employees make a significant contribution to BASF’s individual employee development lay the foundation for this. of the construction chemicals business, which affected around
success. We want to attract and retain talented people for our ­Compensation and benefits as well as offerings to balance personal 7,500  employees. An offsetting factor was the acquisition of­
company and support them in their development. To do so, we and professional life complete our attractive total offer package. We Solvay’s polyamide business due to which around 1,200 employees
cultivate a working environment that inspires and connects track our employer rankings so that we can continue to attract joined the BASF Group including the employees of the Butachimie
people. It is founded on inclusive leadership based on mutual ­talented people to the company in the future. Our employees play SNC and Alsachimie S.A.S. joint operations, both in Chalampé,
trust, respect and dedication to top performance. an important role here as ambassadors for BASF.  France, which were counted on a pro rata basis. We employed
3,120  ­apprentices1 (2019: 3,161). 2,128 employees were on
­temporary contracts (of which 44.0% were women).
110,302
Employees around the world BASF Group employees by region
(Total: 110,302, of which 25.5% women, as of December 31, 2020)
Employee engagement and
­leadership impact Europe 1

on center stage 68,849

North America
( 62.4%)
16,948
( 15.4%) 24.4% 75.6%
Strategy
26.9% 73.1%
South America,
▪▪ We are committed to valuing and treating people with Africa,
Middle East Asia
­respect, and fostering an inspiring working environment 6,752
Pacific

( 6.1%)
17,753
( 16.1%)
Our employees are key to the successful implementation of BASF’s
strategy. We are convinced of the value of excellent employees, 31.2% 68.8%
26.3% 73.7%
leaders and working conditions, and strive to give our employees
the tools and skills necessary to be able to offer our customers
products and services with an even greater level of differentiation
and customization. Our corporate strategy promotes a working
­atmosphere based on mutual trust, in which employees are given
the space to optimally develop their individual talents and potential. 1 Of which Germany 51,961 ( 47.1%) 24.0% 76.0%
Of which BASF SE 34,484 ( 31.3%) 21.7% 78.3%
This positions us to meet the challenges of an increasingly rapidly

1 At BASF, the apprenticeship program trains students for technical, scientific and business vocations as well as for trade and craft professions.

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Employees

 Employee engagement   What we expect from our leaders 

▪▪ Own employee engagement target met ▪▪ Leaders as role models

▪▪ Engagement index of 82% ▪▪ CORE Leadership Values as the basis for our leadership
culture
BASF can rely on the engagement of its employees. Employee
­engagement is shown by, for example, a passion for the job, a Our leaders and their teams should make a sustainable contribution
dedication to top performance and a commitment to BASF. Global to BASF’s success. This is why we promote high-quality leadership
employee surveys and pulse checks are an established feedback and measure its impact. We understand impactful leadership as
tool in the BASF Group, and are used to actively involve employees leaders that serve as role models by having a positive influence on
in shaping their working environment. The results are communicated the engagement and development of their employees, and develop-
to employees, the Board of Executive Directors, the Supervisory ing and implementing business strategies in line with our corporate
Board and stakeholders. We have performed regular global values. These expectations are part of the standard global nomina- CORE Leadership Values
employee surveys since 2008. We aim to keep the employee
­ tion criteria for leadership positions. Our leadership culture is based
engagement determined by these surveys at a high level and
­ on BASF’s corporate values: creative, open, responsible and entre- The CORE Leadership Values serve as the guiding principles
­increase it even further as far as possible. As part of the BASF strat- preneurial – CORE. Our specific expectations of leaders’ conduct for all leaders and set out BASF’s expectations of leadership
egy, we therefore set ourselves the following goal in 2018: More are derived from these: the CORE Leadership Values (see box on behavior. We have derived specific descriptions of desired
than 80% of our employees feel that at BASF, they can thrive and the right). leadership skills from each individual CORE corporate value.
perform at their best. We regularly calculate the employee engage-
ment level as an index score based on five questions on set topics We offer our leaders a wide variety of learning and development Excellent leadership is crucial to our customer focus, growth,
in our employee surveys. Overall, more than 72,000 employees opportunities for each phase of their career, as well as various value creation, employee performance, sustainable goals and
worldwide participated in this year’s survey, representing 66% of ­formats that enable them to learn from one another and external new ways of working. The expectations surrounding specific
survey recipients.1 experts. Global, regional and local offerings are optimally leadership behaviors are aligned with BASF’s strategic goals
­coordinated. We aim to develop leaders who lead their teams with and reflect our company’s leadership vision.
The 2020 survey revealed an engagement index of 82% (2019: optimism, empathy and trust, and in this way, create a competitive
79%). This result reinforces our existing approach taken by our advantage for BASF. Regular feedback plays an important role in the Regular training and company-wide dialog on best practices in
corporate strategy, even in a difficult environment. It also shows that development of leaders. This is why we implemented the compre- implementing the CORE Leadership Values in all relevant
we can rely on our engaged employees, even in a challenging year hensive FEEDback&forward program for all leaders Group-wide in ­processes across the company – such as the recruitment and
dominated by the coronavirus pandemic. 2020, in which employees provide regular feedback on their development of talented employees – are important tools to
­managers’ leadership skills. The questionnaire focuses on behaviors ensure a consistent global leadership culture.
Our aim is to keep this score above 80%. We support our leaders like empathy or the ability to make difficult decisions and approach
with a range of follow-up measures to decentrally address individual change positively. Employees can also report back to their leaders
action areas and in this way, help to further strengthen employee which leadership behaviors they want in the future. In this way,
engagement together with their employees. FEEDback&forward promotes regular and open dialog between selves and their own skills. This enables them to drive forward
employees and leaders, and encourages them to reflect on them- change together with their teams.

1 Scope of employees surveyed goes beyond the scope of consolidation presented on page 6. However, there are exceptions for companies that represent joint ventures and joint operations, as well as companies held for sale.

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Employees

To optimally support our leaders – including during the challenging Our leaders play an important role in its implementation. We support BASF Group employee age structure
times of the coronavirus pandemic – existing leadership develop- them with various, flexible offerings. For instance, we have provided (Total: 110,302, of which 25.5% women, as of December 31, 2020)
ment tools were converted to virtual formats and our internal toolbox a toolbox with a wide range of content to enable a change of per-
was expanded to include new elements such as a CORE leadership spective and on promoting diversity and inclusion. A new podcast Men Women
43,322
podcast or a website with information on how to handle challenges series from leaders shows the importance of appreciative, fair and 37,715 25.5%
30.0%
during the pandemic. inclusive leadership.
21,630
74.5% 17.6%
70.0%
 Inclusion of diversity  Integrating different perspectives is very important to BASF. There 7,635
82.4%
25.4%
are a large number of Employee Resource Groups around the world 74.6%
▪▪ Fostering diversity is part of our company culture dedicated to different aspects of diversity. Up to and 26–39 years 40–54 years 55 years and up
▪▪ Progress made in increasing the proportion of women in including 25 years

leadership positions In North America, conversational formats on the inclusion of ­diversity

were developed for employees and leaders. These led to the We also promote diversity in leadership development. Since 2015,
The global character of our markets translates into different ­customer creation of further action areas, such as promoting talent and
­ BASF has set itself global quantitative goals for increasing the
requirements. We want to reflect this diversity among our ­employees, ­training on intercultural communication and leadership, with the aim ­percentage of women in leadership positions.
too, because it enables them to better meet our customers’ needs. of further increasing the inclusion of diversity. BASF also took a
For us, diversity means, among other things, having people from stand against racism with various internal and external activities in After achieving our original target for women in leadership positions
different backgrounds working at our company who can draw on 2020. ahead of schedule, BASF set a new, more ambitious target in 2020
their individual perspectives and skills to grow our business. By to further strengthen diversity. By 2030, we aim to increase the
valuing and promoting employee diversity, we boost our teams’ BASF is one of approximately 150 companies that support the proportion of women in leadership positions to 30%. We have made
performance and power of innovation, and increase creativity, moti- United Nations Global LGBTI (lesbian, gay, bi, trans and intersex) important progress toward this goal. In the BASF Group, the global
vation and employees’ identification with the company. Standards of Conduct for business and has done so since 2018. proportion of female leaders with disciplinary responsibility was
The U.N. recommendations show the many opportunities compa- 24.3% at the end of 2020 (2019: 23.0%). We intend to employ
Promoting and valuing diversity across all hierarchical levels is an nies have to contribute to positive social change. As part of pride ­various measures to reach our ambitious target.
integral part of our strategy and is also embedded in our corporate month, employees promoted openness, acceptance and tolerance
values. BASF strives to foster a working environment based on with campaigns at various sites around the world. 2030 target
mutual respect, trust and appreciation. This is enshrined in our
Proportion of women in

30%
global Competency Model, which provides a framework for our Diversity also relates to the company’s demographic profile, which
­leadership positions with
employees and leaders. The inclusion of diversity is anchored in this varies widely by region within the BASF Group. Our aim is to create ­disciplinary responsibility
model as one of the behaviors expected of employees and leaders. a suitable framework to help maintain the employability of our per-
sonnel at all stages of life and ensure the availability of qualified
employees over the long term.
We have developed a global dashboard to permanently monitor our
progress toward this target.

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Employees

Another step toward digitalization is the jobsharing app introduced  Competition for talent   and skills. Mentors at BASF also keep in contact until they have
in 2020, which leaders and employees that wish to share a position completed their degree and can be recruited.
can use to network with each other. Job sharing is a future-ready ▪▪ Positioning as an attractive employer
working model that offers benefits for both sides and makes it ­easier ▪▪ Addressing specific target groups, including during the To combat the shortage of skilled workers in production and
for employees to balance their personal and professional lives. coronavirus pandemic ­technical areas, due among other factors to demographic-related
declines in Ludwigshafen, Germany, we have strengthened our
BASF also renewed its commitment to promoting gender equality Attracting and retaining the best employees is crucial to our­ ­social media presence, for example, to alert qualified specialists to
by endorsing the United Nations’ Women’s Empowerment Princi- success. Having an attractive and compelling total offer package for new career prospects at BASF.
ples (WEPs) in 2020. The WEPs are seven principles providing employees is becoming increasingly important given the strong
guidance to business on how to promote gender equality and global competition for the best qualified employees and leaders. We once again achieved high scores in a number of employer rank-
women’s empowerment in the workplace, the labor market and the This is why we are constantly working on measures to increase ings in 2020. For example, in a study conducted by Universum,
community. BASF’s appeal in the global labor markets. Target group-specific engineering and IT students ranked BASF as the 51st most attrac-
campaigns focus on sustainability, digital ways of working and inno- tive employer in the world (2019: 47th). In North America, ­DiversityInc
In the global Business for Inclusive Growth (B4IG) initiative, which we vation for the future – reflecting our strategic action areas and key named BASF as one of the top 50 companies for diversity in recruit-
joined in 2019, we campaign together with other companies along- labor market trends. ing for the eighth consecutive year. In Asia, Top Employer recognized
side the G7 and the OECD for inclusive growth, greater gender BASF China as one of the best employers for the eleventh time in
equality, and the promotion of diversity and inclusion in business. We are increasingly using digital platforms such as our country-­ succession. In South America, BASF was recognized by Valor
We are also involved in other external initiatives to promote inclusion specific career websites as well as global and regional social Econômico newspaper as one of the employers with the best
of diversity at work, such as the Chefsache initiative and the ­networks to reach potential candidates. This enables us to appropri- ­personnel management in Brazil.
­European Round Table. ately address different target groups.
The BASF Group hired 6,340 new employees in 2020. The percent-
Leaders and professionals in the BASF Group In light of the coronavirus pandemic, we used digital solutions for age of employees who resigned during their first three years of
our talent search activities in 2020. For instance, in order to still be ­employment – the early turnover rate – was 1.0% worldwide in
December 31, 2020 Of which women (%) present at career fairs, we participated virtually. As a result, we were 2020. This turnover rate was 0.7% in Europe, 1.5% in North
(Senior) executivesa 8,881 24.3 able to continue to attract and recruit talented employees. We also ­America, 1.8% in Asia Pacific and 1.8% in South America, Africa,
Professionals b
38,484 31.8 offered virtual tours of the Ludwigshafen site for universities in Middle East. Our early turnover rate is therefore at a desirable low
­Germany. In addition, we consistently take part in specific career level.
a Employees with disciplinary leadership responsibilities
b Specialists without disciplinary leadership responsibilities
events to directly reach and attract talented female recruits in the
natural sciences.
For more information on health protection, see page 124
For more information on diversity in the Board of Executive Directors and the Supervisory Board, The talent program for external students and former interns was
see page 169 onward
redesigned and expanded to include targeted retention measures.
For more information, see basf.com/diversity
For example, special online events on different career opportunities
and an exclusive journal help to maintain contact with talented
­students who impressed us with their outstanding personal qualities

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Employees

BASF Group new hires in 2020 f­ollow the “70-20-10” philosophy: We apply the elements “learning  Compensation and benefits 
from experience” (70%), “learning from others” (20%) and “learning
December 31, 2020 Of which women (%) through courses and media” (10%). Our learning and development ▪▪ Compensation based on employee’s position and
Europe 3,163 30.0 offerings cover a range of learning goals: starting a career, expand- ­individual performance as well as company’s success
North America 1,399 33.0 ing knowledge, personal growth and leadership development. ▪▪ ROCE determines variable compensation

Asia Pacific 1,234 28.1

Digital learning formats play an important role in our development We want to attract engaged and qualified employees, retain them
South America, Africa, Middle East 544 38.1
offerings. Even before the coronavirus pandemic, training for leaders and motivate them to achieve top performance with an attractive
Total 6,340 31.0 and employees was updated to meet the challenges of the digital package including market-oriented compensation, individual devel-
transformation and modern working life with appropriate learning opment opportunities and a good working environment so that they
As of December 31, 2020, the BASF Group was training 3,120 peo­ formats and content. For example, the Digitalization & Me platform contribute to the company’s long-term success. Our employees’
ple in 15 countries and around 50 occupations. We spent a total of was established as a central resource where employees and leaders compensation is based on global compensation principles accord-
around €113 million on vocational training in 2020. can find a wide range of online training, learning paths on LinkedIn ing to position, market and performance. As a rule, compensation
For more information, see basf.com/apprenticeship Learning, or virtual continuous professional development events. comprises fixed and variable components as well as benefits that
Both target groups can also hold joint workshops in an avatar-based often exceed legal requirements. In many countries, these benefits
 Learning and development  3D working and learning environment. include company pension benefits, supplementary health insurance
and share programs. We regularly review our compensation ­systems
▪▪ Lifelong learning concept We enable our employees to take responsibility for their own at local and regional level.
▪▪ Focus on virtual learning and digitalization professional development within the company with digital and novel
offerings. To support multidisciplinary teams in the development We want our employees to contribute to the company’s long-term
Learning and development are essential success factors for a strong of products, services or business models, workshops on design success. This is why the compensation granted to the vast majority
company culture. The skills and competencies of our employees are thinking empower participants to find creative and innovative solu- of our employees includes variable compensation components,
critical for profitable growth and lasting success. For this reason, we tions to complex problems. This fosters an agile learning and work- with which they participate in the success of the BASF Group as
want to further modernize our learning culture and step up our ing culture, which will ultimately also help us to master the digital a whole and are recognized for their individual performance. The
­efforts to promote lifelong, self-directed learning. Employee devel- transformation. same ­principles basically apply for all employees worldwide. The
opment at BASF is guided by the belief that talent is in everyone. amount of the variable component is determined by economic
This means that development opportunities and support are open to To harness the opportunities of the digital transformation for BASF, success as well as the employee’s individual performance. We use
all employees. In our understanding, there is more to development the #liveitleadit initiative for leaders focused on agility in 2020. Over the BASF Group’s return on capital employed (ROCE) to measure
than a promotion or a job change – it encompasses the develop- 3,000 participants discussed methods, best practices and insights economic success for the purposes of variable compensation. This
ment of personal experience and abilities. into agile working and digital leadership in monthly digital events. links variable compensation to our ROCE target.1 Individual perfor-
mance is assessed as part of a globally consistent performance
In regular development meetings, which are held as part of our In addition, more and more academies in the divisions and service manage­-ment process. In numerous Group companies, our “plus”
­annual employee dialogs, employees outline ideas for their ­individual units, which teach specific professional content, offer virtual training. share program ensures employees’ long-term participation in the
development together with their leaders and determine specific We have offered virtual presence training since 2018, which gives all com­pany’s success through incentive shares. In 2020, for example,
measures for further training and development, which focus on employees the opportunity to attend professional development around 27,600 employ­ees worldwide (2019: around 25,400) partici­
personal and professional competencies. Our learning activities courses via digital communication channels such as virtual ­meetings. pated in the “plus” share program.

1 In calculating ROCE, adjustments are made for negative and positive special items resulting from acquisitions and divestitures (for example, integration costs in connection with acquisitions and gains or losses from the divestiture of businesses) when these exceed a corridor of +/–1% of the average cost of capital basis. An adjustment of the
ROCE (in the first 12 months after closing) therefore only occurs in cases of exceptionally high special items resulting from acquisitions and divestitures.

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Employees

BASF offers senior executives1 the opportunity to participate in a Personnel expenses Balancing personal and professional life
share price-based compensation program, the long-term incentive
(LTI) program. The BASF Group’s share price-based compensation The BASF Group’s expenses for wages and salaries, social security ▪▪ Wide range of offerings for different phases of life
program (BASF Option Program, BOP), which has existed since contributions and pensions and assistance in 2020 totaled ▪▪ Flexible working models support employees during the
1999, was offered for the last time in 2020. Around 87% of the €10,576  million (2019: €10,924  million). This amount included coronavirus pandemic
people eligible to participate in the program around the world did so, ­proportional personnel expenses for 2020 from the disposal group
investing up to 30% of their actual variable compensation (for the for the construction chemicals business in the amount of €291 mil- Our identity as an employer includes our belief in supporting our
2019 business year) in BASF shares. From 2020 onward, the lion. In 2019, personnel expenses from the disposal groups for the employees in balancing their personal and professional lives. We
­previous LTI program for senior executives will be replaced by a new construction chemicals business and proportionally for the oil and want to strengthen their identification with the company and our
LTI (Strive!) in the form of a performance share plan. The new, four- gas business totaled €557  million. The decrease in personnel position in the global competition for qualified personnel. To achieve
year program takes into account the development of the total ­expenses was primarily due to lower bonus provisions and the lower this, we have a wide range of offerings aimed at employees in differ-
shareholder return and incentivizes the achievement of strategic average number of employees which resulted, in particular, from the ent phases of life that accommodate the growing demand for flexi-
growth, profitability and sustainability targets. To take part in this divestiture of the construction chemicals business. A higher wage bility in when and where they work. BASF helps employees to adapt
new LTI, participants must hold BASF shares, the amount of which and salary level as well as higher pension expenses because of working hours and location to their personal circumstances with a
is based on their individual fixed compensation. In 2020, around ­increased service costs had an offsetting effect. wide range of established options, including flexible working hours,
94% of the people eligible to participate in the new LTI around the part-time employment and remote working. We are constantly
world did so, investing between 30% and 70% of their fixed annual BASF Group personnel expenses working to expand these options and increasingly support the effec-
compensation in BASF shares. Million € tive use of digital solutions here.
For more information, see the Notes to the Consolidated Financial Statements from page 307 onward 2020 2019 +/–

Wages and salaries 8,416 8,825 –4.6% Our flexible tools proved extremely helpful during the coronavirus
Social security contributions and assistance pandemic. They help our employees to master the increased chal-
1,424 1,545 –7.8%
­expenses lenges around work and personal life during the pandemic. One of
Pension expenses 736 554 32.9% the tools that increases flexibility is moving larger employee events
Total personnel expenses 10,576 10,924 –3.2% that were previously held in-person to virtual formats and recording
these. We have developed a global policy and framework for the
future of work to integrate the positive experiences from the surge in
remote working into our working culture. The aim is to further pro-
mote and facilitate flexible working models for interested employees.

1 The term “senior executives” refers to leadership levels 1 to 4, whereby level 1 denotes the Board of Executive Directors. In addition, individual employees can attain senior executive status by virtue of special expertise.

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Employees

Regional initiatives specifically address the needs of our employees Dialog with employee representatives  International labor and social standards 
at a local level. For example, our startup 1000 Satelites continued
to expand the number of flexible co-working spaces in the Rhine-­ Trust-based cooperation with employee representatives is an ▪▪ Alignment with U.N. Guiding Principles on Business and
Neckar region in Germany and tested these in pilot projects. ­important component of our corporate culture. Our open and ongo- Human Rights
ing dialog lays the foundation for balancing the interests of the
Our Work-Life Management employee center in Ludwigshafen, company and its employees, even in challenging situations. In the We act responsibly toward our employees. Part of this is our volun-
Germany, (LuMit) offers a number of services under one roof: child- case of organizational changes or if restructuring leads to staff tary commitment to respecting international labor and social stan-
care, fitness and health, and social counseling and coaching offered downsizing, for example, we involve employee representatives to dards, which we have embedded in our global Code of Conduct.
by BASF Stiftung. We also provide employee assistance programs develop socially responsible implementation measures at an early This encompasses internationally recognized labor norms as stipu-
at other sites in Germany and around the world to help employees stage. In 2020, this happened in connection with the transformation lated in the United Nations’ Universal Declaration of Human Rights,
overcome difficult life situations and maintain and restore their of the newly created Global Business Services unit, for example. Our the OECD Guidelines for Multinational Enterprises, and the Tripartite
­employability. actions are aligned with the respective legal regulations and the Declaration of Principles Concerning Multinational Enterprises and
agreements reached, as well as operational considerations. During Social Policy of the International Labour Organization (ILO). BASF is
the coronavirus pandemic, we developed solutions together with committed to complying with these standards worldwide. We m ­ ainly
employee representatives to continue our trust-based cooperation, approach our adherence to international labor and social standards
despite the necessary pandemic-related restrictions. This enabled using three elements: the Compliance Program (including external
us to sign a new site agreement with the Works Council of BASF SE compliance hotlines), close dialog with our stakeholders (such as
for the Ludwigshafen site in Germany in May 2020, which contains with employee representatives or international organizations) and
a clause that excludes forced redundancies until 2025. the BASF guideline on compliance with international labor norms,
which applies Group-wide. This guideline makes concrete what the
By focusing our discussions on the local and regional situations, we human rights issues and international labor standards in our global
aim to find tailored solutions to the different challenges and legal Code of Conduct mean as these relate to our employees.
considerations for each site. The BASF Europa Betriebsrat
(­
European Works Council) addresses cross-border matters in It forms the basis for our global management process: We regularly
­Europe. In South America, we foster dialog with the Diálogo Social. monitor changes to the national law of all the countries in which
For more information, see basf.com/employeerepresentation BASF operates and evaluate our adherence to international labor
and social standards. If the national law contains no or lower
­requirements, action plans are drawn up to successively close these
gaps in a reasonable time frame. If conflicts with national law or
practices arise, we strive to act in accordance with our values and
internationally recognized principles without violating the law of the
country concerned. As part of the management process, we regu-
larly follow up on and document the results of the comparison
between national law and our guideline, as well as measures to
implement the guideline. This is our central due diligence system.

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Employees

We monitor our voluntary commitment to international labor and

social standards as part of our management process. As before,
individual elements of the guideline are also reviewed as part of
internal control processes such as Responsible Care audits at
­
BASF  Group companies. In addition to these quality assurance
measures, compliance with international labor and social stan­ -
dards is an integral part of the standard questionnaire in the com­-
pliance management audit conducted by BASF’s Corporate Audit
­department.
For more information on global standards, see page 31
For more information on our responsibility for human rights, see page 111
For more information on compliance, see page 177 onward
For more information on labor and social standards, see basf.com/labor_social_standards

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Economic Environment in 2021

Forecast a high percentage of tourism, but also economies in northwestern

and eastern Europe where industry is specialized in investment
In Japan, we expect moderate GDP growth of just slightly above
2%. Although this country has been able to control the pandemic
goods and automotive production. It is likely, though, that measures, better than other advanced economies so far, domestic demand for
Economic Environment in 20211 to contain the corona­virus pandemic, which vary in degree among consumer and investment goods will presumably only recover
the different E.U. member countries, will continue to have a signifi- ­slowly after the sharp decline in the previous year. Exports are likely
We expect the global economy to gradually recover in 2021 cant impact on economic growth. Furthermore, we expect Brexit to to see a considerably better upswing, especially due to increasing
after the sharp downturn resulting from the coronavirus have a negative effect on economic growth in the E.U. In the United ­demand from China.
pandemic. Gross domestic product (GDP) will return to
­ Kingdom, we are forecasting weak GDP growth of 2.4% due to
roughly the pre-crisis level. We assume that global GDP will Brexit and ­extremely high infection rates at the beginning of the year, Growth prospects in South America will probably remain subdued.
grow by 4.3% (2020: –3.7%). Consumers and companies in after the considerable decline in the previous year (2020: –9.9%). We are forecasting total GDP growth in this region of slightly above
many countries remain restricted in their freedom of actions 4%. Fiscal impetus in Brazil is likely to weaken over the course of the
for the time being due to measures to combat the pan­demic. We expect a GDP growth rate of 4.0% in the United States. A year and dampen further economic recovery (2021: +3.5%; 2020:
Positive seasonal impulses should start to make themselves ­further government spending plan is likely to significantly bolster the –4.6%). Macroeconomic imbalances, primarily rising inflation rates
felt as the year progresses. We expect that growing immuni- economy. However, since the 2020 economic decline in the United coupled with continued low interest rates and growing national
zation of the ­ population – especially risk groups – will States was only about half of what the E.U. saw, base effects should debt, will presumably continue to burden the Brazilian currency. In
­increasingly support the economic recovery in the second have a smaller impact. Private consumption in 2020 was ­significantly ­Argentina, too, the debt and currency crisis are expected to d
­ ampen
half of 2021. Regional differences will presumably remain supported by government payments. Consequently, no strong the country’s economic recovery following the sharp ­decline in the
significant: While we assume emerging markets in Asia will catch-up effects can be expected in the consumption of goods in previous year (2021: +5.0%; 2020: –10.4%). In the other countries
experience robust growth, momentum in Europe, the United 2021. Moreover, we expect the labor market to recover more slowly of South America, we anticipate moderate growth in domestic
States and Japan is likely to initially ­remain ­sluggish. Uncer- than in the previous year. While the weaker U.S. dollar should have ­demand and a favorable impact on demand for industrial and agri-
tainty about future developments is exceptionally high. It is a positive effect on exports, import prices will f­oreseeably rise year cultural raw materials from the recovering global economy.
very difficult to predict how the corona­virus pandemic will on year. We do not expect tariffs imposed on imported intermediate
progress. Furthermore, the aftereffects of the sharp e ­ conomic or consumer goods from China to drop for the time being, and thus
decline in the business sector and the labor market from the no favorable effect on import prices is foreseeable.
past year will materialize further.
The emerging markets of Asia will presumably see considerably
Trends in the global economy in 2021 higher growth rates. In China, private consumption will increasingly
bolster growth. Global economic recovery should also have a stim-
▪▪ Moderate growth expected in Europe and the United ulating effect on exports. Overall, growth is likely to slow during the
States course of the year. Year on year, growth will still be relatively high, at
▪▪ Strong growth likely in Asia over 7%, and thus above average for recent years. We expect India
to see a continuation of the dynamic recovery that began in the
We anticipate an overall moderate GDP growth rate of 3.0% (2020: second half of 2020. In the other Asian emerging markets, we antici­
–6.4%) in the European Union (E.U.). We expect base effects to pate a growth rate comparable to the long-year average before the
support growth momentum in countries that were hit especially hard crisis, slightly above 4%.
by the pandemic. These include southern European countries with

1 Our assumptions account for current estimates by external institutions, including economic research institutes, banks, multinational organizations and consulting firms.

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Economic Environment in 2021

Outlook for gross domestic product 2021 we anticipate moderate growth momentum in 2021 following the In line with overall economic recovery, the health and nutrition
Real change compared with previous year rapid recovery in 2020. By contrast, we expect stronger recovery sector should grow markedly in the year to come. We expect
World 4.3% effects in western and eastern Europe as well as in North America, above-average growth in the pharmaceutical industry, which will be
India and Japan. The percentage of hybrid and electric vehicles favorably affected by global vaccine activities. Expansion in the
European Union 3.0%
should continue to rise due to buying incentives, vehicle tax rebates nutri­tion sector should almost equal that of the global economy.
United States 4.0%
and the expansion of the charging infrastructure.
Emerging markets of Asia 6.9% Under normal weather conditions, agricultural production will
Japan 2.3% In the energy and raw materials sector, we expect moderate presumably see similar growth in 2021 to the past few years. In
South America 4.4% ­overall growth in energy demand and demand for industrial raw Europe, we expect a slight increase in agricultural production given
materials. Production growth should only be small in advanced the low basis for comparison. In the United States, the trade agree-
economies. In the emerging markets by contrast, we are forecasting ment with China is likely to boost agricultural exports again in 2021,
Trends in gross domestic product 2021–2023 considerable growth. Approximately half of total global growth is and similarly high growth rates are expected to those of 2020. In
Average annual real change expected to be in Asia. Brazil, economic recovery and the considerable currency devalua-
World 3.7% tion should be favorable to the sales volumes of agricultural prod-
Production in the construction industry will presumably grow ucts. For this reason, higher growth in sales volumes can be
European Union 3.0%
moderately in 2021. We anticipate low growth rates in commercial ­expected. In Asia, which is by far the largest agricultural market
United States 3.2%
construction but higher growth in housing construction and in the ­because of the size of its population, we expect solid growth in
Emerging markets of Asia 5.6% infrastructure segment. While the construction business in Europe ­agricultural production.
Japan 1.6% is likely to grow moderately, we only foresee a slight increase in the
South America 3.3% United States. This is because of small base effects after the
­upswing in the housing market in the previous year and government
spending on construction, which is only likely to benefit from the
Outlook for key customer industries economic stimulus packages after a delay. By contrast, we expect
considerably higher growth rates in Asia.
▪▪ Recovery expected in the automotive industry and for
consumer goods Due to recovery effects, overall production of consumer goods,
primarily textiles and consumer durables, will foreseeably grow at a
Overall, we anticipate 4.4% (2020: –4.0%) growth in global i­ndustrial somewhat higher rate than global GDP. Production of care products,
production. Growth in advanced economies (2021: +3.1%; 2020: by contrast, will grow approximately in line with the gross domestic
–6.5%) is likely to be weaker than growth in emerging markets product.
(2021: +5.5%; 2020: –1.8%).
The electronics industry should benefit from the ongoing digitali­
We are forecasting a considerable recovery in the transportation zation trend, more frequent use of electronic parts in the automotive
industry1 as a whole after the sharp decline in the previous year. We industry and the advancement of connectivity and automation. We
expect global automotive production to grow significantly. In China, therefore continue to expect above-average growth.

1 The transportation industry includes the production of motor vehicles, motor vehicle parts and the construction of other vehicles (especially ships and boats, trains, air and spacecraft, and two-wheelers).

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Economic Environment in 2021

Outlook for the chemical industry We expect chemical production in the United States to grow by Trends in chemical production 2021–2023 (excluding pharmaceuticals)
2.6% (2020: –4.3%). Further recovery in automotive production and Real change compared with previous year
▪▪ Above-average growth expected in the chemical industry considerable growth in health and nutrition and in electronics should World 3.9%
have positive effects on chemical demand, whereas the ­construction
European Union 2.3%
Global chemical production (excluding pharmaceuticals) is expected and oil and gas industries are only expected to provide weak growth
United States 2.6%
to grow by 4.4% (2020: –0.4%) in 2021, which is above average for stimulus.
the years prior to the coronavirus pandemic. This growth should be Emerging markets of Asia 5.3%

seen predominantly in emerging markets (2021: +5.4%; 2020: In Japan, we anticipate moderate growth in chemical production, Japan 1.0%
+1.8%). In advanced economies, we anticipate a growth rate of analogous to the modest overall economic recovery. South America 2.5%
2.5% (2020: –4.2%), which is above average for pre-crisis years.
The level of production from 2019 will thus already be surpassed in In South America, chemical production will presumably lag slightly
2021 in emerging markets. Overall, production in advanced econo- behind the economy as a whole (2021: +3.0%; 2020: –1.1%).
mies will presumably still be considerably lower. Chemical growth will be buoyed by the recovery in automotive
­production, as well as in the agriculture, nutrition and industrial raw
In China, the world’s largest chemical market, we are forecasting a materials sectors.
growth rate in chemical production of 6.3% (2020: 3.4%).
Momentum is likely to slow down after the rapid recovery in
­ Outlook for chemical production 2021 (excluding pharmaceuticals)
­production in 2020. Nevertheless, we anticipate demand across all Real change compared with previous year
customer industries to grow for intermediate inputs from the chem- World 4.4%
ical ­industry, in particular consumer goods and in the automotive
European Union 3.2%
industry.
United States 2.6%

In the European Union, we are forecasting an increase in chemical Emerging markets of Asia 5.9%

production of 3.2% (2020: –1.9%), roughly in line with GDP growth. Japan 1.0%
The expected marked recovery in the automotive industry along South America 3.0%
with moderate growth in the construction industry and in consum-
ables in the health and nutrition sector, as well as somewhat stronger
growth in consumer durables should bolster domestic chemical
demand. We anticipate weaker growth momentum in the United
Kingdom. Higher transaction costs are likely to dampen chemical
production due to the end of the Brexit transition period and the
negative econo­ mic impact of the coronavirus pandemic (2021:
+2.0%; 2020: +1.0%).

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Outlook 2021

Outlook 2021 Sales, earnings and ROCE forecast for the BASF Group1 Our forecast for 2021 takes into account the agreement between
BASF and DIC on the sale of the global pigments business. The
We expect the global economy to recover in 2021 after the ▪▪ Sales growth to between €61 billion and €64 billion transaction is expected to close in the first half of 2021, subject to the
sharp downturn resulting from the coronavirus pandemic. ▪▪ EBIT before special items of between €4.1 billion and approval of the U.S. competition authorities, which is still outstanding.
However, uncertainty about future developments remains €5.0 billion Until closing, the assets and liabilities to be divested will be presented
excep­ tionally high. Our forecast therefore includes wide ▪▪ ROCE of between 8.0% and 9.2% in a disposal group in the Dispersions & Pigments division.
­ranges to account for the possibility of significant disruptions
to global supply chains and negative effects on the entire In 2021, we expect the BASF Group as a whole to increase sales to Accelerator sales and CO2 emissions forecast for the
economy. At the same time, we are confident that without between €61 billion and €64 billion (2020: €59,149 million). The main BASF Group
such negative impacts, we will be able to achieve earnings at drivers should be volume growth and higher prices. By contrast,
the upper end of the forecast range. Our forecast assumes currency and portfolio effects will have a negative impact. The
­ We expect Accelerator sales to increase to between €18 billion and
growth in our customer industries. For the automotive industry ­Materials segment and Other are expected to see considerable sales €19 billion in 2021 (2020: €16.7 billion), in line with the global e
­ conomic
in particular, we are forecasting significant production growth growth. We are forecasting slightly higher sales in the Surface recovery and growing demand for chemical products. The ­divestiture
compared with 2020. The global economy should see signifi- ­Technologies, Chemicals, Agricultural Solutions and Nutrition & Care of BASF’s global pigments business will also reduce sales of Acceler-
cant growth of 4.3% compared with 2020 (–3.7%). Global segments, and a slight year-on-year decline in the Industrial Solutions ator products in BASF’s portfolio. Compensating factors will include
chemical production is expected to expand by 4.4%, well segment. the expected increase in Accelerator products from the initial portfolio
above the prior-year level (2020: –0.4%). We anticipate an segmentation of the businesses acquired from Solvay.
­average oil price of $50 for a barrel of Brent crude and an The BASF Group’s EBIT before special items is expected to increase
­exchange rate of $1.18 per euro. to between €4.1 billion and €5.0 billion (2020: €3,560 million). We Despite the global economic recovery and growing demand for
anticipate considerably higher contributions from the Materials and chemical products, CO2 emissions are expected to stabilize at
Based on these assumptions, we aim to increase our sales to Chemicals segments, Other and the Surface Technologies segment. ­between 20.5 million metric tons and 21.5 million metric tons in 2021.
between €61 billion and €64 billion (2020: €59,149 million). The The Agricultural Solutions and Nutrition & Care segments should We will keep emissions roughly at the prior-year level (2020:
BASF Group’s income from operations (EBIT) before special ­record slightly higher EBIT before special items. By contrast, we are 20.8 million metric tons) with targeted measures. These include the
items is expected to be ­between €4.1  billion and €5.0 billion forecasting slightly lower EBIT before special items in the Industrial implementation of further projects to increase energy efficiency and
(2020: €3,560 million). The return on capital employed (ROCE) Solutions segment. optimize processes, for example, to significantly reduce nitrous oxide
should be between 8.0% and 9.2% (2020: 1.7%). emissions in Ludwigshafen, Germany. In addition, we are switching
Based on the expected recovery in the global economy, a positive energy supply agreements to renewable energy sources, for example
For 2021, we anticipate Accelerator sales of between €18 bil- business trajectory and a lower cost of capital basis in 2021, we in Freeport, Texas, where we have signed long-term supply agree-
lion and €19 billion (2020: €16.7 billion). Our CO2 emissions are ­expect the BASF Group’s ROCE to be between 8.0% and 9.2% ments for wind power. Emissions will also be reduced by the ­divestiture
expected to stabilize at between 20.5 million metric tons and (2020: 1.7%). We expect a considerable increase in ROCE in all of BASF’s global pigments business in 2021.
21.5 million metric tons in 2021 (2020: 20.8 million metric tons). ­segments compared with the previous year.
For more information on our expectations for the economic environment in 2021, see page 152 onward The significant opportunities and risks that could affect our forecast
For more information on our opportunities and risks, see page 158 onward are described under Opportunities and Risks on pages 158 to 166.

1 For sales, “slight” represents a change of 1%–5%, while “considerable” applies to changes of 6% and higher. “At prior-year level” indicates no change (+/–0%). For earnings, “slight” means a change of 1%–10%, while “considerable” is used for changes of 11% and higher. “At prior-year level” indicates no change (+/–0%). At a cost of capital
­percentage of 9% for 2021, we define a change in ROCE of 0.1 to 1.0 percentage points as “slight,” a change of more than 1.0 percentage points as “considerable” and no change (+/–0 percentage points) as “at prior-year level.”

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Outlook 2021

Forecast by segmenta compared with 2020, mainly through volume growth. We anticipate
Million € considerably higher EBIT before special items in the Coatings
Sales EBIT before special items ROCE ­division but a slight year-on-year decrease in EBIT before special
2020 Forecast 2021 2020 Forecast 2021 2020 Forecast 2021 items in the Catalysts division due to lower contributions from
Chemicals 8,071 slight increase 445 considerable increase –2.2% considerable increase ­precious metal trading.
Materials 10,736 considerable increase 835 considerable increase –1.1% considerable increase
For the Nutrition & Care segment, we expect slightly higher sales
Industrial Solutions 7,644 slight decline 822 slight decline 9.3% considerable increase
than in 2020. Higher volumes in both divisions will likely be partially
Surface Technologies 16,659 slight increase 484 considerable increase –4.8% considerable increase offset by negative price and currency effects. Our planning assumes
Nutrition & Care 6,019 slight increase 773 slight increase 10.6% considerable increase improved product availability, especially in the Nutrition & Health
Agricultural Solutions 7,660 slight increase 970 slight increase 3.6% considerable increase ­division. We expect the segment’s EBIT before special items to be
Other 2,360 considerable increase –769 considerable increase – –
slightly above the previous year, due to a higher contribution from
the Nutrition & Health division, driven by volume growth. For the
BASF Group 59,149 €61 billion–€64 billion 3,560 €4.1 billion–€5.0 billion 1.7% 8.0%–9.2%
Care Chemicals division, we are forecasting a slight year-on-year
a For sales, “slight” represents a change of 1%–5%, while “considerable” applies to changes of 6% and higher. “At prior-year level” indicates no change (+/–0%). For earnings, “slight” means a change of 1%–10%, while
­“considerable” is used for changes of 11% and higher. “At prior-year level” indicates no change (+/–0%). At a cost of capital percentage of 9% for 2021, we define a change in ROCE of 0.1 to 1.0 percentage points as “slight,”
­decrease in EBIT before special items as a result of slightly higher
a change of more than 1.0 percentage points as “considerable” and no change (+/–0 percentage points) as “at prior-year level.”
fixed costs due to costs for the startup of new plants.

We expect sales to be slightly above the prior-year level in the

Sales and earnings forecast for the segments customer industries. For the Monomers division, we anticipate ­Agricultural Solutions segment. We aim to increase our sales
higher volumes, specifically for isocyanates and polyamides. volumes and prices, which should more than offset negative
­
For the Chemicals segment in 2021, we expect a slight increase in Currency effects should reduce sales performance. We want to
­ ­currency effects. Overall, we expect a slight increase in EBIT before
sales, mainly driven by growth in volumes in line with a market considerably increase EBIT before special items through the special items. Alongside higher sales, this will be driven by stringent
recovery and higher prices. In the Petrochemicals division, we
­ ­increase in volumes and a recovery in margins, especially in the fixed cost management. In addition, we will benefit from the
­expect an improved availability of steam cracker p ­ roducts following Monomers division. ­measures to increase efficiency initiated in 2020. We will continue to
the unplanned outage at the steam cracker in Port Arthur, Texas, ­invest in research and development and digitalization at a high level
in 2020. In the Intermediates division, we a ­ nticipate higher sales Sales in the Industrial Solutions segment will likely decline slightly in 2021. Currency effects will presumably have a significantly
­volumes in all business areas. Price levels will likely rise, primarily in 2021, mainly as a result of the agreement to divest BASF’s global ­negative impact on EBIT before special items in 2021.
due to higher raw materials prices in both d
­ ivisions and from a favor- pigments business to DIC. This should be partially offset by higher
able product mix in the Petrochemicals division. Currency effects are volumes in both divisions. We anticipate slightly lower EBIT before Sales in Other are expected to be considerably above the 2020
expected to dampen sales performance. We expect considerable special items, due in particular to the sale of BASF’s global pigments level in 2021. This will be driven by sales growth in commodity
growth in EBIT before special items, mainly through higher sales business and higher fixed costs. This will not be completely offset by trading. We anticipate a considerable improvement in EBIT before
volumes, due in part to improved availability of steam cracker prod- the expected growth in volumes. special items compared with the previous year. This should mainly
ucts, and a recovery in margins. reflect lower research expenses and higher contributions from other
In the Surface Technologies segment, we are forecasting slight businesses.
For the Materials segment, we expect sales to be considerably sales growth in 2021, primarily from higher precious metal prices in
above the previous year in 2021 due to higher volumes. In the the Catalysts division and higher volumes in both divisions. We aim
­Performance Materials division, we expect higher demand from all to considerably improve the segment’s EBIT before special items

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Outlook 2021

Capital expenditures (capex) Projects currently being planned or underway include: Capex by region 2021–2025

1% Alternative sites currently

▪▪ Capex of around €3.6 billion planned for 2021 Capex: selected projects South America, Africa, Middle East 1% being investigated

We are planning capital expenditures (additions to property, plant Location Project

and equipment excluding acquisitions, IT investments, restoration Antwerp, Belgium Capacity expansion: integrated ethylene oxide complex Asia Pacific 41%
€22.9 billion
39% Europe
Gradual capacity expansion: alkoxylates
obligations and right-of-use assets arising from leases) of around
€3.6 billion for the BASF Group in 2021. For the period from 2021 to Geismar, Louisiana Capacity expansion: MDI plant

2025, we have planned capital expenditures totaling €22.9 billion. Harjavalta, Finland, and Investment: battery materials 18% North America
Schwarzheide, Germany
The investment volume in the next five years will thus be below that
of the planning period 2020 to 2024 (€23.6 billion). A focus area is Ludwigshafen, Germany Construction: production plant for vitamin A

our investment project in Zhanjiang, China, to expand our ­businesses Zhanjiang, China Planned construction: integrated Verbund site
in Asia. Dividend

We have an ambitious dividend policy and offer our shareholders an

Capex by segment 2021–2025 attractive dividend yield. We aim to increase our per-share dividend
each year.
Other 25% Information on the proposed dividend can be found on page 13
(infrastructure, R&D) 30% Chemicals

Financing

Agricultural Solutions 4% €22.9 billion

In 2021, we expect cash outflows in the equivalent amount of
Nutrition & Care 13% 10% Materials around €1.0 billion from the scheduled repayment of bonds. To
4% Industrial Solutions ­refinance maturing bonds and to optimize our maturity profile, we
Surface Technologies 14%
continue to have medium to long-term corporate bonds and our
global commercial paper program at our disposal.
Information on our financing policies can be found on page 64

Events after the reporting period

There have been no significant changes in the company’s situation

or market environment since the beginning of the 2021 business
year.

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Opportunities and Risks

Opportunities and Risks Overall assessment Ultimately, however, residual risks (net risks) remain in all entrepre-
neurial activities that cannot be ruled out, even by comprehensive
The goal of BASF’s risk management is to identify and ▪▪ Significant opportunities and risks arise from overall risk ­manage­ment.
­evaluate opportunities and risks as early as possible and to ­ conomic developments, margin and exchange rate
e
take ­appropriate measures in order to seize opportunities ­volatility Potential short-term effects on EBIT of key opportunity and risk factors
subsequent to measures takena
and limit risks. The aim is to avoid risks that pose a threat to ▪▪ No threat to continued existence of BASF
BASF’s continued existence and to make improved mana- Outlook
Possible variations related to:
– 2021 +
gerial ­decisions to create value. We define opportunities For 2021, we anticipate a considerable global economic recovery
as ­potential successes that exceed our defined goals. We after the downturn in the previous year due to the coronavirus Business environment and sector
­understand risk to be any event that can negatively impact ­pandemic. General economic uncertainty will nevertheless remain
Market growth
the achievement of our short-term operational or long-term high until wide­ spread immunization of the population has been
strategic goals. achieved. Specifically, production stoppages due to official orders or Margins

high ­infection rates can lead to disruptions in the supply chains of Competition
our customer industries, with our suppliers and in our own
Opportunities ­production plants. Moreover, restricted economic activity resulting
Regulation/policy

Potential successes that exceed our from further lockdowns can have a significant negative impact on Company-specific opportunities and risks
defined goals aggregate demand. An escalation of geopolitical conflicts as well as
Procurement
the ongoing trade conflicts between the United States and China
Supply chain
and the a ­ ssociated slowdown of the economy also pose significant
risks. These developments could have a negative impact on d ­ emand Investments/production

Risks for intermediate and investment goods worldwide. Opportu­nities

arise from continued strong demand, supported by earlier and better
Personnel

Acquisitions/divestitures/cooperations
Events that can negatively impact the ­availability and broader acceptance of the coronavirus vaccine than
achievement of our goals Information technology
is assumed in our forecasts. In addition to the uncertainties sur-
rounding market growth and the development of key customer Law
indus­tries, material opportunities and risks for our earnings arise
from margin ­volatility. From today’s perspective, Brexit does not give Financial

In order to effectively measure and manage identified opportunities rise to any ­material ­opportunities or risks for the BASF Group due to Exchange rate volatility
and risks, we quantify these where appropriate in terms of ­probability the trade agreement reached between the European Union and the
Other financial opportunities and risks
and economic impact in the event they occur. Where possible, we United ­Kingdom.
  €100 million
use statistical methods to aggregate opportunities and risks into risk
  €100 million €500 million
­factors. This way, we achieve an overall view of opportunities and According to our assessment, there continue to be no significant   €500 million €1,000 million
risks at a portfolio level, allowing us to take effective measures for ­individual risks that pose a threat to the continued existence of the €1,000 million €1,500 million
€1,500 million €2,000 million
risk management. BASF Group. The same applies to the sum of individual risks, even
in the case of a global economic crisis, such as the intensification of a Using a 95% confidence interval per risk factor based on planned values; summation is not permissible

the coronavirus crisis.

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Opportunities and Risks

As a non-integral shareholding, income from Wintershall Dea is Organization of BASF Group’s risk management since January 1, 2020
­reported in net income from shareholdings. The opportunities and
risks resulting from the shareholding in Wintershall Dea are therefore
Corporate Audita Supervisory Board
not included in the outlook for the EBIT of the BASF Group.
­Opportunities and risks that have an impact on net income from
shareholdings and cash flow from the shares in Wintershall Dea are
Chief Compliance Officer Board of Executive Directors External auditors
monitored and tracked through BASF’s involvement in the relevant
governing bodies.
Corporate Center
Risk management process Corporate Corporate Corporate Legal, Corporate Corporate Corporate Corporate
Development Finance Compliance, Environmental Human Resource Communications & Investor Relations
Tax & Insurance Protection, Government
▪▪ Integrated process for identification, assessment and
Health & Safety Relations
­reporting
▪▪ Decentralized management of specific opportunities and
risks
▪▪ Aggregation at a Group level Divisions Regions Service units Research units

The BASF Group’s risk management process is based on the a The Corporate Audit unit is part of the Corporate Center.

­inter­national risk management standard, COSO II Enterprise Risk

Management – Integrated Framework, and has the following key Members of the risk committee are the head of Corporate Finance –– The BASF Group’s management is informed of short-term
features: (president), the head of Corporate Development, the head of ­operational opportunities and risks that fall within an observation
Corporate Legal, Compliance, Tax & Insurance and representa- period of up to one year in the monthly management report
Organization and responsibilities tives of the Corporate Audit and Corporate Environmental Protec- produced by the Corporate Finance department. In addition,
­
–– Risk management is the responsibility of the Board of Executive tion, Health & Safety units. Corporate Finance provides information twice a year on the
­
Directors, which also determines the processes for approving –– The management of specific opportunities and risks is largely aggregated opportunity/risk exposure of the BASF Group.
­
invest­ments, acquisitions and divestitures. ­delegated to the divisions, the service and research units and the ­Furthermore, if a new individual risk is identified which has a more
–– The Board of Executive Directors is supported by the Corporate ­regions, and is steered at a regional or local level. This also applies than €10 million impact on earnings or bears reputational risks, it
Center. Corporate Finance and Corporate Development, which to sustainability-related topics relevant to BASF including the must be immediately reported.
are units within the Corporate Center, and the Chief Compliance ­impact of climate change on BASF. Financial risks are an excep- –– As part of strategy development, the Corporate Development unit
Officer coordinate the risk management process at a Group level, tion. The management of liquidity, currency and interest rate risks conducts strategic opportunity/risk analyses for long-term
examine financial and sustainability-related opportunities and is conducted in the Corporate Finance unit. The management of ­opportunities and risks with a 10-year assessment period. These
risks, and provide the structure and appropriate methodology. commodity price risks takes place in the Global Procurement unit analyses are annually reviewed as part of strategic controlling and
Opportunity and risk management is thus integrated into the or in authorized Group companies. are adapted if necessary.
strategy, planning and budgeting processes. –– A network of risk managers in the divisions, service and research –– BASF’s Chief Compliance Officer (CCO) manages the imple­
–– BASF’s risk committee reviews the BASF Group’s risk portfolio at units as well as in the regions advances the implementation of mentation of our Compliance Management System, supported by
least twice a year to evaluate any adjustments to risk-­management ­appropriate risk management practices in daily operations. additional compliance officers worldwide. He regularly reports to
measures and informs the Board of Executive Directors of these. the Board of Executive Directors on the status of implementation

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Opportunities and Risks

as well as on any significant results. He also provides a status –– Our Group-wide Compliance Program aims to ensure adherence evaluations are produced by specialized service providers or
­report to the Supervisory Board’s Audit Committee at least once to legal regulations and the company’s internal guidelines. Our ­specially qualified employees.
a year, ­including any major developments. The Board of Executive global employee Code of Conduct firmly embeds these m ­ andatory
Directors immediately informs the Audit Committee about signifi- standards into everyday business. Members of the Board of An internal control system for financial reporting continuously
cant incidents. ­Executive Directors are also expressly obligated to follow these ­monitors these principles. To this end, methods are provided to
–– The internal audit unit (Corporate Audit) is responsible for ­regularly principles. ­ensure that evaluation of the internal control system in financial
auditing the risk management system established by the Board of For more information on our Group-wide Compliance Program, see page 177 onward ­reporting is ­structured and uniform across the BASF Group.
Executive Directors in accordance with section 91(2) of the
­German Stock Corporation Act. Furthermore, as part of its moni- Significant features of the internal control and risk The significant risks for the BASF Group regarding a reliable control
toring of the Board of Executive Directors, the Supervisory Board ­management system with regard to the Group financial environment for proper financial reporting are reviewed and updated
considers the effectiveness of the risk management system. The ­reporting process on an annual basis. Risks are compiled into a central risk catalog.
suitability of the early detection system we set up for risks is
­evaluated by our e­ xternal auditor. ▪▪ Conducted in accordance with standardized Group Moreover, a centralized selection process identifies companies that
­guidelines are exposed to particular risks, that are material to the Consolidated
Tools ▪▪ Segregation of duties, principle of dual control and clearly Financial Statements of the BASF Group, or that provide service
–– The Governance, Risk Management, Compliance (GRC) Policy, regulated access rights processes. The selection process is conducted annually. Persons
applicable throughout the Group, forms the framework for risk ▪▪ Annual evaluation of the control environment and relevant responsible for implementing the requirements for an effective
management and is implemented by the operating divisions, the processes at significant companies ­control system in financial reporting are appointed at the relevant
service and research units and the regions according to their companies.
­specific business conditions. The Consolidated Financial Statements are prepared by a unit in the
–– A catalog of opportunity and risk categories helps to identify all Corporate Finance department. BASF Group’s accounting process In these companies, the process comprises the following steps:
­relevant financial and sustainability-related opportunities and risks is based on a uniform accounting guideline that sets out accounting –– Evaluation of the control environment
as comprehensively as possible. We also systematically assess policies and the significant processes and deadlines on a G ­ roup-wide Adherence to internal and external guidelines that are relevant for the
opportunities and risks with effects that cannot yet be measured basis. There are binding directives for the internal reconciliations and maintenance of a reliable control environment is checked by means of
in monetary terms, such as reputational and climate risks. To other accounting operations within the Group. Standard software is a standardized questionnaire.
reflect these, risks for companies in connection with the transition used to carry out the accounting processes for the preparation of –– Identification and documentation of control activities
to a low-­carbon economy (transition risks) as well as physical the individual financial statements as well as for the Consolidated In order to mitigate the risks to the financial reporting processes
risks as ­defined by the Task Force on Climate-related Financial Financial Statements. There are clear rules for the a ­ ccess rights of listed in our central risk catalog, critical processes and control
Disclosures (TCFD) were added to the catalog in 2020. each ­participant in these processes. ­activities are documented.
–– We use standardized evaluation and reporting tools for the –– Assessment of control activities
identi­
­ fication and assessment of risks. The aggregation of Employees involved in the accounting and reporting process meet After documentation, a review is performed to verify whether the
­opportunities, risks and sensitivities at division and Group level the qualitative requirements and participate in training on a regular described controls are capable of adequately covering the risks. In
using a Monte Carlo simulation helps us to identify effects and basis. There is a clear assignment of responsibilities between the the subsequent test phase, samples are taken to test whether, in
trends across the Group. specialist units, companies and regional service units involved. We practice, the controls were executed as described and effective.
For more information on our sustainability management processes, see page 42 onward strictly ­adhere to the principles of segregation of duties and dual –– Monitoring of control weaknesses
control, or the “four-eyes principle.” Complex actuarial reports and The managers responsible receive reports on any control weaknesses
identified and their resolution, and an interdisciplinary committee

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Opportunities and Risks

i­nvestigates their relevance for the BASF Group. The Board of Weather-related influences can result in positive or negative effects In addition, risks to the BASF Group can be posed by further
Executive Directors and the Audit Committee are informed if on our business, particularly in the Agricultural Solutions segment. ­regulations in key customer industries or on the use or registration of
control weaknesses with a considerable impact on financial agricultural and other chemicals.
­reporting are identified. Only after material control weaknesses Margin volatility
have been resolved does the c ­ompany’s managing director Opportunities and risks for the BASF  Group primarily result from Political measures could also give rise to opportunities. For example,
­confirm the effectiveness of the internal control system. higher or lower margins in the Chemicals and Materials segments. we view measures around the world to increase energy efficiency
–– Internal confirmation of the internal control system Opportunities arise here if the positive margin trend driven by the and reduce greenhouse gas emissions as an opportunity for
All managing directors and chief financial officers of each supply side continues for longer than expected. However, new ­increased demand for our products, such as our insulation foams
consolidated Group company must confirm to the Board of
­ capaci­ties or raw materials shortages could increase margin for buildings, catalysts, battery materials for electromobility, or our
­Executive D ­ irectors of BASF SE every half-year and at the end of ­pressure on a number of products and value chains. This would solutions for wind turbines. Our broad product portfolio enables us
the annual cycle, in writing, that the internal control system is have a negative effect on our EBIT. to offer alternatives if new chemicals have to be developed as a
­effective with regard to accounting and reporting. ­result of restrictions in connection with the REACH chemicals regu-
Moreover, if oil and gas prices rise, Wintershall Dea does not have a lation or new standards in our customers’ industries.
Short-term opportunities and risks compensating effect on the BASF Group’s EBIT because this
­shareholding is no longer reported in EBIT, but in net income from Purchasing and supply chain
Market growth shareholdings. We minimize procurement risks through our broad portfolio, global
The development of our sales markets is one of the strongest purchasing activities and the purchase of raw materials on spot
­sources of opportunities and risks. More details on our assumptions The year’s average oil price for Brent crude was $42 per barrel in ­markets. If possible, we avoid procuring raw materials from a single
regarding short-term growth rates for the global economy, regions 2020, compared with $64 per barrel in the previous year. For 2021, supplier. When this cannot be avoided, we try to foster competition
and key customer industries, such as the chemicals, automotive we anticipate an average oil price of $50 per barrel. We therefore or we knowingly enter into this relationship and assess the
and c
­ onstruction sectors, can be found under Economic Environ- ­expect price levels for the raw materials and petrochemical basic ­consequences of potential nondelivery. We continuously monitor
ment in 2021 on pages 152 to 154. products that are important to our business to rise slightly. the credit risk of important business partners.

We also consider risks from deviations in assumptions. Stronger Competition Around the world, the frequency and intensity of extreme weather
­demand caused by an accelerated lifting of lockdowns, for example We continuously enhance our products and solutions in order to conditions (such as high/low water levels on rivers or hurricanes) are
as a result of high efficacy and acceptance of coronavirus vaccines, maintain competitive ability. We monitor the market and the subject to change as a result of climate change. We address the risk
give rise to macroeconomic opportunities. A significant macro­ ­com­­­­­pe­tition, and try to take targeted advantage of opportunities of supply interruptions on the procurement and sales side caused
economic risk arises from the possibility that measures to contain and counter emerging risks with suitable measures. Aside from by extreme weather conditions by switching to alternative logistics
the corona­virus are kept in place for a longer period of time or ­innovation, key components of our competitiveness are our ongoing ­carriers and the possibility of falling back on unaffected sites within
­expanded, and that global economic growth slows as a result. cost management and continuous process optimization. our global Verbund.
Addi­tional macroeconomic risks result from the escalation of geo­
political conflicts and the ongoing trade conflict between the United Regulation and political risks In 2019/2020, we implemented a package of climate resilience
States and China. Both can have a considerable impact on global Risks for us can arise from intensified geopolitical tensions, new ­measures at our Verbund site in Ludwigshafen, Germany: We devel-
demand for intermediate goods for industrial production and trade sanctions, stricter emissions limits for plants, changes in oped an early warning system for low water, created multimodal
­demand for invest­ment goods. chemical regulations and energy and climate laws. transportation concepts, chartered more ships that can navigate
low water levels and, in cooperation with partners, are currently
­developing our own type of ship designed for extreme low-water

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Opportunities and Risks

situations. These measures are already making long periods of low Acquisitions, divestitures and cooperations sophisticated technology, and have far more resources available. If
water on the Rhine River, like in 2018, more manageable. We constantly monitor the market in order to identify possible data are lost or manipulated, this can, for example, negatively affect
­acquisition targets and develop our portfolio appropriately. In addi- plant availability, delivery quality or the accuracy of our financial
Investments and production tion, we work together in collaborations with customers and part- ­reporting. Unauthorized access to sensitive data, such as personnel
We try to prevent unscheduled plant shutdowns by adhering to high ners to jointly develop new, competitive products and applications. records or customer data, competition-related information or
technical standards and by continuously improving our plants. We ­research results, can result in legal consequences or jeopardize our
reduce the effects of an unscheduled shutdown on the supply of Opportunities and risks arise in connection with acquisitions and competitive position. This would also be accompanied by the asso-
­intermediate and end products through diversification within our ­divestitures from the conclusion of a transaction, or it being com­ ciated loss of reputation.
global production Verbund. pleted earlier or later than expected. They relate to the regular
­earnings contributions gained or lost as well as the realization of To minimize such risks, BASF uses globally uniform processes and
In the event of a production outage – caused by an accident, for gains or losses from divestitures if these deviate from our planning systems to ensure IT availability and IT security, such as stable and
­example – our global, regional or local emergency response plans assumptions. redundantly designed IT systems, backup processes, virus and
and crisis management structures are engaged, depending on the For more information on opportunities and risks from acquisitions and divestitures in 2020, see ­access protection, encryption systems as well as integrated, Group-
page 51
impact scope. Every region has crisis management teams on a local wide standardized IT infrastructure and applications. The systems
and ­regional level. They not only coordinate the necessary used for information security are constantly tested, continuously
emergency ­
­ response measures, they also initiate the immediate Personnel ­updated, and expanded if necessary. In addition, our employees
measures for damage control and resumption of normal operations Due to BASF’s worldwide compensation principles, the develop- ­receive regular training on information and data protection. IT-related
as quickly as possible. ment of personnel expenses is partly dependent on the amount of risk management is conducted using Group-wide regulations for
variable compensation, which is linked to the company’s success, ­organization and application, as well as an internal control system
Crisis management also includes dealing with extreme weather among other factors. The correlation between variable compensa- based on these regulations.
­conditions such as hurricanes (for example, at the sites on the Gulf tion and the success of the company has the effect of minimizing
of Mexico in Freeport, Texas, and Geismar, Louisiana) or ­significantly risk. Another factor is the development of interest rates for discount- BASF also established the Cyber Defense Center in 2015, is a
­elevated water temperatures in rivers due to extended heat waves, ing pension obligations. Furthermore, changes to the legal environ- ­member of Cyber Security Sharing and Analytics e.V. (CSSA), and a
which limit the available cooling capacity (for example, at the ment of a p
­ articular country can have an impact on the development founding member of the German Cybersecurity Organization
­Ludwigshafen site in Germany). Appropriate precautions are taken of ­personnel expenses for the BASF Group. For countries in which (DCSO) together with Allianz SE, Bayer AG and Volkswagen AG.
at the sites in the case of a potential change in risk in connection BASF is active, relevant developments are therefore constantly BASF has also established an information security management
with climate change. For example, over the past few years, the ­monitored in order to recognize risks at an early stage and enable system and is certified according to ISO/IEC 27001:2013.
Verbund site in Ludwigshafen, Germany, has implemented a pack- BASF to carry out suitable measures.
age of ­measures to increase cooling capacity, including expanding For more information on our compensation system, see page 149 Legal disputes and proceedings
and ­optimizing the central recooling plants and optimizing cooling For more information on risks from pension obligations, see page 164 We constantly monitor current and potential legal disputes and
water flows. These are capable of avoiding production outages due ­proceedings, and regularly report on these to the Board of Executive
to ­extreme heatwaves like the one in 2018. Information technology risks Directors and Supervisory Board. In order to assess the risks from
BASF relies on a large number of IT systems. Their nonavailability, current legal disputes and proceedings and any potential need to
Short-term risks from investments can result from, for example, ­violation of confidentiality or the manipulation of data in critical IT recognize provisions, we prepare our own analyses and assess-
technical malfunctions or schedule and budget overruns. We
­ systems and applications can all have a direct impact on production ments of the circumstances and claims considered. In addition, in
­counter these risks with highly experienced project management and logistics processes. The threat environment has changed in individual cases, we consider the results of comparable proceedings
and ­controlling. ­recent years, as attackers have become better organized, use more and, if needed, independent legal opinions. Risk assessment is

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Opportunities and Risks

particularly based on estimates as to the probability of occurrence tions r­ emain the same. On the production side, we counter ­exchange Liquidity risks
and the range of possible claims. These estimates are the result of rate risks by producing in the respective currency zones. Risks from fluctuating cash flows are recognized in a timely manner
close cooperation between the relevant operating and service units as part of our liquidity planning. We have access to extensive liquid-
together with ­Corporate Finance and Corporate Legal. If sufficient Financial currency risks result from the translation of receivables, ity at any time thanks to our good ratings, our unrestricted access to
probability of occurrence is identified, a provision is recognized ­liabilities and other monetary items in accordance with IAS 21 at the the commercial paper market and committed bank credit lines. In
­accordingly for each proceeding. Should a provision be unneces- closing rate into the functional currency of the respective Group the short to medium term, BASF is largely protected against poten-
sary, general risk m­ anagement continues to assess whether these company. In addition, we incorporate planned purchase and sales tial ­refinancing risks by the balanced maturity profile of its financial
litigations never­theless represent a risk for the EBIT of the BASF transactions in foreign currencies in our financial foreign currency ­indebtedness as well as through diversification in various financial
Group. risk management. These risks are hedged using derivative instru- markets.
ments, if necessary.
We use our internal control system to limit risks from potential Risk of asset losses
­infringements of rights or laws. For example, we try to avoid patent Interest rate risks We limit country-specific risks with measures based on internally
and l­icensing disputes whenever possible through extensive clear- Interest rate risks result from potential changes in prevailing market determined country ratings, which are continuously updated to
­
ance research. As part of our Group-wide Compliance Program, our interest rates. These can cause a change in the fair value of fixed- ­reflect changing environment conditions. We selectively use invest-
­employees receive regular training. rate instruments and fluctuations in the interest payments for vari- ment guarantees to limit specific country-related risks. We lower
able-rate financial instruments, which would positively or negatively credit risks for our financial investments by engaging in transactions
Financial opportunities and risks affect ­
earnings. To hedge these risks, interest rate swaps and only with banks with good credit ratings and by adhering to fixed
combined interest rate and currency derivatives are used in individ- limits. Creditworthiness is continuously monitored and the limits are
Detailed guidelines and procedures exist for dealing with financial ual cases. adjusted a ­ ccordingly. We reduce the risk of default on receivables
risks. Among other things, they provide for the segregation of trad- by c ­ontinuously monitoring the creditworthiness and payment
ing and back office functions. In addition to market interest rates, BASF’s financing costs are ­behavior of our customers and by setting appropriate credit limits.
­determined by the credit risk premiums to be paid. These are m ­ ainly Risks are also limited through the use of credit insurance and bank
As a part of risk management, activities in countries with transfer influenced by our credit rating and the market conditions at the time guarantees. Due to the global activities and diversified customer
­restrictions are continuously monitored. This includes, for example, of issue. In the short to medium term, BASF is largely protected from structure of the BASF Group, there are no major concentrations of
regular analysis of the macroeconomic and legal environment, the possible effects on its interest result thanks to the balanced credit default risk.
shareholders’ equity and the business models of the operating units. ­maturity profile of its financial indebtedness.
The chief aim is the management of counterparty, transfer and Impairment risks
­currency risks for the BASF Group. Risks from metal and raw materials trading Asset impairment risk arises if the assumed interest rate in an
In the catalysts business, BASF employs commodity derivatives for impairment test increases, the predicted cash flows decline, or
­
Exchange rate volatility precious metals and trades precious metals on behalf of third parties investment projects are suspended. Following the impairments
­
Our competitiveness on global markets is influenced by fluctuations and on its own account. Appropriate commodity derivatives are also ­recognized in the third quarter of 2020, we currently consider the
in exchange rates. For BASF’s sales, opportunities and risks arise in traded to optimize BASF’s supply of refinery products, gas and risk of further impairment for assets such as property, plant and
particular when the U.S. dollar exchange rate fluctuates. A full-year other petrochemical raw materials. To address specific risks associ- ­equipment, goodwill, technologies and trademarks to be immaterial.
appreciation of the U.S. dollar against the euro by $0.01, which ated with these non-operating trades, we set and continuously The same applies to investments accounted for using the equity
could result from a macroeconomic slowdown, would increase the monitor limits with regard to the type and volume of the deals con- method, with the exception of Wintershall Dea, which was revalued
BASF Group’s EBIT by around €30 million, assuming other condi- cluded. in 2019. As the value of the shareholding is dependent on expected

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Opportunities and Risks

oil and gas price developments, impairments of the shareholding offered defined contribution plans for future years of service. Some In order to achieve lasting profitable growth, tap into new market
and of the assets held by the company are possible. of these contribution plans include minimum interest guarantees. If segments and make our customers more successful, our research
the pension fund cannot generate this, it must be provided by the and business focus is on highly innovative business areas, some of
Long-term incentive program for senior executives employer. A permanent continuation of the low interest rate environ- which we enter into through strategic cooperative partnerships.
BASF offers leaders the opportunity to participate in a share price- ment could make it necessary to ­recognize pension obligations and For more information on the Excellence Program, see page 21
based compensation program. The need for provisions for this plan assets for these plans as well.
­program varies according to the development of the BASF share Innovation
price and the MSCI World Chemicals Index; this leads to a corre- Long-term opportunities and risks The central research areas Process Research & Chemical
sponding increase or decrease in personnel costs. Engineering, Advanced Materials & Systems Research and
­
Long-term demand development ­Bioscience Research serve as global platforms headquartered in
From 2020 onward, the previous long-term incentive (LTI) program We assume that growth in chemical production (excluding pharma- our ­regions: Europe, Asia Pacific and North America. Together with
for senior executives will be replaced by a new LTI program in the ceuticals) will be slightly stronger than global gross domestic prod- the development units in our operating divisions, they form the core
form of a performance share plan. The new LTI plan incentivizes the uct over the next five years and will be considerably stronger than of the global Know-How ­Verbund. Our strong regional presence
achievement of strategic growth, profitability and sustainability tar- the previous five-year average. Through our market-oriented and opens up opportunities to participate in local innovation processes
gets and takes into account the development of the BASF share broad portfolio, which we will continue to strengthen in the years and gain access to local t­alent. We optimize the effectiveness and
price and the dividend. The need for provisions for this program ahead through investments in new production capacities, research efficiency of our research activities through our global Know-How
varies according to assumptions on the degree of strategic target and d ­ evelopment activities and acquisitions, we aim to achieve vol- ­Verbund.
achievement, the ­development of the BASF share price and the ume growth that slightly exceeds this market growth. Should global
dividend. This leads to a corresponding increase or decrease in economic growth see unexpected, considerable deceleration
­ Research activities funded by the BASF Group promote the targeted
personnel costs. ­because of prolonged restrictions due to the coronavirus pandemic, development and enhancement of key technologies as well as the
an ongoing weak period in the emerging markets, protectionist establishment of new business areas. Focus areas in research are
Risks from pension obligations ­tendencies or geopolitical crises, the expected growth rates could determined based on their strategic relevance for BASF, above and
Most employees are granted company pension benefits from either prove too ­ambitious. beyond existing business areas.
defined contribution or defined benefit plans. We predominantly For more information on the corporate strategy, see page 26 onward
­finance company pension obligations externally through separate We also address the risk of the technical or economic failure of
plan assets. This particularly includes BASF Pensionskasse VVaG Development of competitive and customer landscape ­research and development projects by maintaining a balanced and
and BASF Pensionstreuhand e.V. in Germany, in addition to the We expect competitors from Asia and the Middle East in particular comprehensive project portfolio, as well as through professional,
large pension plans of our Group companies in North America, the to gain increasing significance in the years ahead. Furthermore, we milestone-based project management.
United Kingdom and Switzerland. To address the risk of underfund- ­predict that many producers in countries rich in raw materials will
ing due to market-related fluctuations in plan assets, we have ­expand their value chains. We counter this risk through active port- Potential applications of digital technologies and solutions along the
­investment ­strategies that align return and risk optimization to the folio management. entire value chain are evaluated and implemented in the divisions
structure of the pension obligations. Stress scenarios are also simu- and service units as well as by cross-divisional teams. They are
lated regularly by means of portfolio analyses. An adjustment to the We continuously improve our processes in order to remain supported here by the Global Digital Services unit. We analyze the
interest rates used in discounting pension obligations leads immedi- ­competitive through our operational excellence. We are streamlining opportunities and risks of digitalization in Production, Logistics,
ately to changes in equity. To limit the risks of changing financial our administration, sharpening the roles of services and regions, and ­Research & D ­ evelopment and for business models as well as in
market conditions as well as demographic developments, simplifying procedures and processes as part of our ongoing Excel- corporate f­unctions such as Finance, Human Resources, Procure-
­employees have, for a number of years now, been almost ­exclusively lence ­Program.

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Opportunities and Risks

ment & Supply Chain Services, Legal, Taxes, Insurance and Intellec- average. This will create opportunities that we want to exploit by ­ etween personal and professional life and p
b ­ romote healthy living.
tual Property. ­expanding our local presence. This increases BASF’s appeal as an employer and retains our
For more information on our investment projects, see page 157 onward ­employees in the long term.
The opportunities and risks of digitalization are steered by the For more information on the individual initiatives and our goals, see page 144 onward
divisions and service units. Acquisitions, divestitures and cooperations
In the future, we will continue to expand and refine our portfolio Sustainability
The trust of customers and consumers is essential for the ­successful through acquisitions that promise above-average profitable growth, Opportunities and risks that could arise from material sustainability
introduction of new technologies. That is why we enter into dialog are innovation-driven or offer a technological differentiation and help topics can only rarely be measured in specific financial terms and
with our stakeholders at an early stage of development. The trend achieve a relevant market position, and make new, sustainable have an impact on business activities, especially in the medium to
toward increased sustainability requirements in our customer ­business models possible. long term.
­industries ­continues. Our aim is to leverage the resulting o ­ pportunities
in a growing market even more effectively in the future with The evaluation of opportunities and risks plays a significant role We reduce potential risks in the areas of environmental protection,
­innovations. This is why we applied the Sustainable Solution­ during the assessment of acquisition targets. A detailed analysis safety and security, health protection, product stewardship,
Steering method, which is used to evaluate the sustainability of our and quantification is conducted as part of due diligence. Examples ­compliance, supplier relationships and labor and social standards
product portfolio, to assessments of innovation projects, and of risks ­ include increased staff turnover, delayed realization of by setting ourselves globally uniform requirements. These often go
­integrated it into an early stage of our research and development ­synergies, or the assumption of obligations that were not precisely ­beyond local legal requirements.
processes as well as the d ­ evelopment of our business strategies. In quantifiable in advance. If our expectations in this regard are not
this way, we want to benefit from the higher profitability of our met, risks could arise, such as the need to impair intangible assets; We verify compliance with these standards through internal
Accelerator products ­
­ compared with the rest of our evaluated however, there could also be opportunities, for example, from ­moni­toring systems such as global surveys or audits. In 2020, for
­portfolio. At the same time, we reduce reputational and financial ­additional synergies. example, suppliers were audited for sustainability at a number of
risks by phasing out products for which we have identified s­ ubstantial sites. Our global Code of Conduct was revised in 2020 to which all
sustainability concerns (“­Challenged” products) within five years of Divestitures also play a key role in the development of our portfolio. employees, managers and Board members are required to adhere.
initial classification as such at the latest. We develop action plans for Risks could arise from divestitures as a result of potential warranty It defines a binding framework for our activities. The monitoring
these products at an early stage to minimize any potential financial claims or other contractual obligations, such as long-term supply systems are complemented by grievance mechanisms such as our
risks. These can include ­research projects, reformulations or even agreements. compliance hotlines.
replacing one product with another. For more information on our acquisitions and divestitures, see page 51 onward

For more information on innovation, see page 35 onward Furthermore, ongoing climate change poses both opportunities and
Recruitment and long-term retention of qualified employees risks for BASF. As an energy-intensive company, climate-related
Portfolio development through investments BASF anticipates growing challenges in attracting qualified risks arise particularly from regulatory changes, such as in carbon
Our decisions on the type, scope and locations of our investment employees in the medium and long term due to demographic
­ prices through emissions trading systems, taxes or energy
projects are based on assumptions related to the long-term change, especially in North America and Europe. As a result, there legislation. In addition, BASF’s emissions footprint and intensity
­
­development of markets, margins and costs, as well as raw material is an increased risk that job vacancies may not be filled with suitable could lead to a negative perception and reduced appeal among
­availability and country, currency and technology risks. O
­ pportunities applicants, or only after a delay. We address these risks with external stake­holders such as customers or investors. We counter
and risks arise from potential deviations in actual developments from measures to integrate ­
­ diversity, employee and leadership these risks with our carbon management measures and by
our a
­ ssumptions. We expect the increase in chemical production in development, and intensified e
­ ­mployer branding. At local level, transparently disclosing our positions on and contributions to
­
­emerging markets in the coming years to remain above the global demographic management includes succession planning,
­ climate protection (such as ­
­ political demands, progress in the
knowledge management and offerings to ­
­ improve the balance ­implementation of our climate strategy and how our products help

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Opportunities and Risks

to protect the environment) in publicly accessible sources (such as

this annual report or on the BASF website) and in direct dialog with
external stakeholders.

Risks to our production and our supply chain resulting from greater
weather extremes (e.g. storms), highly fluctuating water levels and
increased water temperatures are addressed by our risk
­management in production and in procurement. For example, we
can no longer rule out extreme low-water situations or heat waves
caused by climate change at our Verbund site in Ludwigshafen,
Germany. In 2019/2020, we therefore implemented a package of
climate resilience measures.

In addition to climate-related risks, there are also opportunities. Our

broad product portfolio includes, among other things, solutions for
the circular economy and climate protection (such as insulation
foams for buildings, materials for electromobility and bio-based
products). Increased social awareness offers additional market
­opportunities for these products. We are working with numerous
scientific and public organizations and initiatives on solutions for
sustainable agriculture that meet economic, ecological, and social
demands over the long term.

Our decentralized specialists use a central decision tree to ­document

reportable sustainability risks within the meaning of section 289b et
seq. of the German Commercial Code. No reportable residual net
risks within the meaning of section 289b et seq. of the German
­Commercial Code were identified for 2020.
For more information on sustainability management, see page 42 onward
For more information on energy and climate protection, see page 130 onward
For more information on opportunities and risks from energy policies, see page 161
For more information on our positions on and contributions to climate protection, see ­
basf.com/climate_protection

BASF Report 2020 166

3
Chapter 3  pages 167–211

Corporate Governance Report  168 Compensation Report  183

Compliance  177 Report of the Supervisory Board  203

Management and Supervisory Boards  180 Declaration of Conformity Pursuant to

Board of Executive Directors  180 Section 161 AktG  210
Supervisory Board  181
Declaration of Corporate Governance  211

Corporate
Governance
About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Corporate Governance Report

Corporate Governance Direction and management by the Board of Executive

­Directors
Decisions that are reserved for the Board as a whole by law, through
the Board of Executive Directors’ Rules of Procedure or through
Report ▪▪ Board of Executive Directors strictly separate from the
resolutions adopted by the Board, are made at regularly held Board
meetings called by the chair of the Board of Executive Directors.
Supervisory Board Board decisions are based on detailed information and analyzes
Corporate governance refers to the entire system for ▪▪ Responsible for company management provided by the business areas and specialist units, and, if deemed
managing and supervising a company. This includes its
­ ▪▪ Sets goals and strategic direction necessary, by external consultants. Board decisions can generally
­organization, values, corporate principles and guidelines as be made via a simple majority. In the case of a tied vote, the casting
well as internal and external control and monitoring mecha- The Board of Executive Directors is responsible for the management vote is given by the chair of the Board. However, the chair of the
nisms. Effective and transparent corporate governance of the company, and represents BASF SE in business undertakings Board does not have the right to veto the decisions of the Board of
­ensures that BASF is managed and supervised responsibly with third parties. BASF’s Board of Executive Directors is strictly Executive Directors. Members of the Board of Executive Directors
with a focus on value creation. It fosters the confidence of separated from the Supervisory Board, which monitors the Board of are authorized to make decisions individually in their assigned areas
our investors, the financial markets, our customers and Executive Directors’ activities and decides on its composition. A of responsibility.
other business p
­ artners, employees, and the public in BASF. member of the Board of Executive Directors cannot simultaneously
be a member of the Supervisory Board. As the central duty of The Board can set up Board committees to consult and decide on
­company management, the Board of Executive Directors agrees on individual issues such as proposed material acquisitions or
Board of Executive Directors the corporate goals and strategic direction of the BASF Group as ­divestitures; these must include at least three members of the Board
manages company and represents BASF SE in business well as its individual business areas; determines the company’s of Executive Directors. For the preparation of important decisions,
with third parties ­internal organization; and decides on the composition of manage­ such as those on acquisitions, divestitures, investments and
ment on the levels below the Board. It also manages and monitors ­personnel, the Board has various commissions at the level below
BASF Group business by planning and setting the corporate bud- the Board. Independently of the affected business area, these
Supervisory Board get, allocating resources and management capacities, monitoring commissions carefully assess the planned measures and evaluate
appoints, monitors and advises Board of Executive and making decisions on significant individual measures, and super- the associated opportunities and risks. Based on this information,
­Directors
vising operational management. they report and make recommendations to the Board.

Shareholders The Board’s actions and decisions are geared toward the ­company’s The Board of Executive Directors informs the Supervisory Board
exercise rights of co-administration and supervision at best interests. It is committed to the goal of sustainably increasing regularly, without delay and comprehensively, of all issues important
Annual Shareholders’ Meeting the company’s value. Among the Board’s responsibilities is the to the company with regard to planning, business development, risk
preparation of the Consolidated and Separate Financial Statements situation, risk management and compliance. Furthermore, the
of BASF SE and reporting on the company’s financial and non­ Board of Executive Directors coordinates the company’s strategic
The fundamental elements of BASF SE’s corporate governance financial performance. Furthermore, it must ensure that the orientation with the Supervisory Board.
system are: its two-tier system, with a transparent and effective company’s activities comply with the applicable legislation and
­
separation of company management and supervision between regulatory requirements, as well as internal corporate directives.
­ The Statutes of BASF SE and the Supervisory Board have defined
BASF’s Board of Executive Directors and the Supervisory Board; the This includes the establishment of appropriate systems for control, certain transactions that require the Board of Executive Directors to
equal representation of shareholders and employees on the compliance and risk management as well as establishing a obtain the Supervisory Board’s approval prior to their conclusion.
­Supervisory Board; and the shareholders’ rights of co-administra- company-­­­wide compliance culture with undisputed standards. Such cases include the acquisition and disposal of enterprises and
tion and supervision at the Annual Shareholders’ Meeting. parts of enterprises, as well as the issue of bonds or comparable

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Corporate Governance Report

financial instruments. However, this is only necessary if the Two-tier management system of BASF SE
acquisition or disposal price or the amount of the issue in an
­
individual case exceeds 3% of the equity reported in the last
­ Board of Executive Directors Supervisory Board
­approved Consolidated Financial Statements of the BASF Group.
For more information on risk management, see the Forecast from page 158 onward
The members of the Board of Executive Directors, including their areas of responsibility and appoints the Board of Executive Directors
­memberships on the supervisory bodies of other companies, are listed from page 180 onward
Compensation of the Board of Executive Directors is described in detail in the Compensation Report monitors the Board of Executive Directors
from page 183 onward

advises the Board of Executive Directors

Competence profile, diversity concept and succession

reports to Supervisory Board
­planning for the Board of Executive Directors
6 members 12 members
The Supervisory Board works hand in hand with the Board of appointed by the Supervisory Board 6 shareholder representatives elected by the
Chair Annual Shareholders’ Meeting and
­Executive Directors to ensure long-term succession planning for the 6 employee representatives
appointed by the Supervisory Board
composition of the Board of Executive Directors. BASF aims to fill Chair
most Board positions with leaders from within the company. It is the elected by the Supervisory Board

task of the Board of Executive Directors to propose a sufficient

number of suitable individuals to the Supervisory Board.

BASF’s long-term succession planning is guided by the corporate

strategy. It is based on systematic management development Directors. Irrespective of these individual criteria, a holistic approach The first appointment of members of the Board of Executive
­characterized by the following: will ultimately determine a person’s suitability for appointment to ­Directors is for a term of no more than three years. The standard age
––
Early identification of suitable leaders of different professional the Board of Executive Directors of BASF SE. Both systematic limit for members of the Board of Executive Directors is 63.
backgrounds, nationalities and genders ­succession planning and the selection process aim to ensure that
–– Systematic development of leaders through the successful the Board of Executive Directors as a whole has the following profile, The number of members on the Board of Executive Directors is
­assumption of tasks with increasing responsibility, where possible which serves as a diversity concept: determined by the Supervisory Board. It is guided by insights
­
in different business areas, regions and functions –– Many years of management experience in scientific, technical and gained by BASF as a company with an integrated leadership culture
–– Desire to shape strategic and operational decisions, and proven commercial fields and is determined by the needs arising from cooperation within
success in doing so, as well as leadership skills, especially under –– International experience based on background and/or p ­ rofessional the Board of Executive Directors. The Supervisory Board considers
challenging business conditions experience six to be an appropriate number of Board members given the
–– Role model function in putting corporate values into practice –– At least one female Board member current business composition, future responsibilities associated
­
–– A balanced age distribution to ensure the continuity of the Board’s with develop­ment and the fundamental organizational structure of
The aim is to enable the Supervisory Board to ensure a reasonable work and enable seamless succession planning the BASF Group.
level of diversity with respect to education and professional
experience, cultural background, international representation,
­
­gender and age when appointing members of the Board of E­ xecutive

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Corporate Governance Report

The current composition of the Board of Executive Directors meets years; and the Statutes were amended accordingly. This ensures ­ udit Committee, the Nomination Committee and the Strategy
A
the competence profile and the requirements of the diversity ­concept that the maximum membership duration of 12 years up to which a Committee.
in full. Supervisory Board member can be classified as independent A list of the members of the Supervisory Board of BASF SE indicating which members are shareholder
or employee representatives and their appointments to the supervisory bodies of other companies
­corresponds to a total of three election terms. In accordance with
can be found from page 180 onward
Supervision of company management by the Supervisory the German Corporate Governance Code (Code 2020), the The compensation of the Supervisory Board is presented in the Compensation Report from page 183
Board ­Supervisory Board reduced the membership duration used as a onward

basis for its independence rating from 15 to 12 years in December The Statutes of BASF SE and the Employee Participation Agreement can be found at basf.com/statutes
and basf.com/en/corporategovernance
▪▪ Supervisory Board appoints, monitors and advises Board 2019.
of Executive Directors
▪▪ Four Supervisory Board committees The meetings of the Supervisory Board and its committees are Personnel Committee
called by their respective chairs and, independently, at the request
The Supervisory Board appoints the members of the Board of of one of their members or the Board of Executive Directors. The Members
Executive Directors and supervises and advises the Board of
­ shareholder and employee representatives of the Supervisory Board Dr. Kurt Bock (chair, since June 18, 2020),* Dr. Jürgen Hambrecht
­Executive Directors on management issues. As members of the prepare for Supervisory Board meetings in separate preliminary (chair, until June 18, 2020),* Franz Fehrenbach, Sinischa Horvat,*
Supervisory Board cannot simultaneously be on the Board of discussions in each case. Resolutions of the Supervisory Board are Michael Vassiliadis
­Executive Directors, a high level of autonomy is already structurally passed by a simple majority vote of the participating members. In
ensured with regard to the supervision of the Board of Executive the event of a tie, the vote of the chair of the Supervisory Board, who Duties
Directors. must always be a shareholder representative, shall be the casting –– Prepares the appointment of members to the Board of Executive
vote. This resolution process is also applicable for the a ­ ppointment Directors by the Supervisory Board as well as the employment
In addition to the SE Council Regulation, the relevant legal basis for and dismissal of members of the Board of Executive Directors by the contracts to be entered into with members of the Board of
the size and composition of the Supervisory Board is provided by Supervisory Board. Resolutions can, as needed, also be made in ­Executive Directors
the Statutes of BASF SE and the Agreement Concerning the writing or through communication outside of the meetings, as long –– When making recommendations for appointments to the Board of
­Involvement of Employees in BASF SE (Employee Participation as no member objects to this form of passing a resolution. Executive Directors, considers professional qualifications,
Agreement), which also includes the regulations applicable to BASF ­international experience and leadership skills as well as long-term
for implementing the statutory gender quota for the Supervisory The Board of Executive Directors regularly informs the Supervisory succession planning, diversity, and especially the appropriate
Board. The German Codetermination Act does not apply to BASF Board about matters such as the course of business and expected consideration of women
as a European stock corporation (Societas Europaea, SE). developments, the financial position and results of operations, –– Prepares the resolutions made by the Supervisory Board with
­corporate planning, the implementation of the corporate strategy, regard to the system and amount of compensation paid to
­
The Supervisory Board of BASF SE comprises 12 members. Six business opportunities and risks, as well as risk compliance ­members of the Board of Executive Directors
members are elected by the shareholders at the Annual Share­ management. The Supervisory Board has embedded the main
­
holders’ Meeting. The remaining six members are elected by the reporting requirements in an information policy. The chair of the
­ Audit Committee
BASF Europa Betriebsrat (BASF Works Council Europe), the ­Supervisory Board is in regular contact with the Board of Executive
­European employee representation body of the BASF Group. In Directors, especially with its chair, outside of meetings as well. Members
accordance with the resolution of the Annual Shareholders’ Meeting Dame Alison Carnwath DBE (chair),* Tatjana Diether,* Franz
on June 18, 2020, the period of appointment for newly elected BASF SE’s Supervisory Board has established a total of four Fehrebach (until February 29, 2020), Anke Schäferkordt (since
members of the Supervisory Board was reduced from five to four Supervisory Board Committees: the Personnel Committee, the
­ March 1, 2020),* Michael Vassiliadis

* Classified by the Supervisory Board as an “independent” member of the Supervisory Board (see page 172 for the criteria used to determine independence)

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Corporate Governance Report

Duties of, and experience in, applying accounting and reporting standards Meetings and meeting attendance
–– Prepares the negotiations and resolutions of the Supervisory and internal control methods and is familiar with the ­annual audit. A
Board for the approval of the Financial Statements, the further financial expert on the Supervisory Board is the vice chair of In the 2020 business year, meetings were held as follows:
Consolidated Financial Statements and the Management’s
­ the Supervisory Board, Franz Fehrenbach, who left the Audit Com- –– The Supervisory Board met seven times.
­Reports including the Nonfinancial Statements and discusses the mittee in February 2020, after 12 years of service. –– The Personnel Committee met four times.
quarterly statements and the half-year financial report with the –– The Audit Committee met six times.
Board of Executive Directors prior to their publication Nomination Committee –– The Nomination Committee met twice.
–– Deals with monitoring the financial reporting process, the annual –– The Strategy Committee did not meet.
audit, the effectiveness of the internal control system, the risk Members
management system, and the internal auditing system as well as Dr. Kurt Bock (chair, since June 18, 2020),* Dr. Jürgen Hambrecht With the exception of one meeting, at which one member was
compliance issues (chair, until June 18, 2020),* Prof. Dr. Thomas Carell,* Dame Alison absent, all respective members attended all meetings of the
­
–– Is responsible for business relations with the company’s external Carnwath DBE,* Liming Chen (since December 17, 2020),­ * Supervisory Board. With the exception of two meetings of the
­
auditor: prepares the Supervisory Board’s proposal to the Annual Dr. Alexander C. Karp (until July 22, 2020),* Franz Fehrenbach, ­Nomination Committee, at each of which one member was absent,
Shareholders’ Meeting regarding the selection of an auditor, Anke Schäferkordt* and one meeting of the Audit Committee, at which one member was
­monitors the auditor’s independence, defines the focus areas of absent, all respective members attended all meetings of the
the audit together with the auditor, negotiates auditing fees, Duties ­Supervisory Board’s committees.
­evaluates the quality of the audit, and establishes the conditions –– Identifies suitable individuals for the Supervisory Board based on
for the provision of the auditor’s nonaudit services; the chair of the objectives for the composition decided on by the Supervisory The meetings of the Supervisory Board and its committees since the
Audit Committee regularly discusses this with the auditor outside Board beginning of the coronavirus pandemic in 2020 have been held in
of meetings as well –– Prepares the recommendations made by the Supervisory Board accordance with appropriate safety measures and in compliance
–– Deals with follow-up assessments of key acquisition and for the election of Supervisory Board members for the Annual with restrictions on assembly and travel as per the applicable
­investment projects Shareholders’ Meeting ­infection prevention laws. They took place as in-person meetings
–– Is responsible for monitoring the internal process of identifying with the additional option of virtual attendance via electronic
related party transactions and ensuring adherence to statutory Strategy Committee communication and as completely virtual meetings solely via
­
approval and disclosure requirements; grants approval of related ­electronic communication.
party transactions Members For more information on the Supervisory Board’s activities and resolutions in the 2020 business year,
see the Report of the Supervisory Board from page 203 onward
–– Is authorized to request any information that it deems necessary Dr. Kurt Bock (chair, since June 18, 2020),* Dr. Jürgen Hambrecht
For an individual overview of meeting attendance, see basf.com/supervisoryboard/meetings
from the auditor or Board of Executive Directors; can also view all (chair, until June 18, 2020),* Dame Alison Carnwath DBE,*
The Supervisory Board’s Rules of Procedure and its committees can be found at ­
of BASF’s business documents and examine these and all other Franz Fehrenbach, Waldemar Helber,* Sinischa Horvat,* Michael basf.com/supervisoryboard
assets belonging to BASF. The Audit Committee can also engage ­Vassiliadis
experts such as auditors or lawyers to carry out these inspections
Duties
Financial experts –– Handles the further development of the company’s strategy
Pursuant to the German Corporate Governance Code, Dame Alison –– Prepares resolutions of the Supervisory Board on the company’s
Carnwath DBE, chair of the Audit Committee, has special ­know­ledge major acquisitions and divestitures

* Classified by the Supervisory Board as an “independent” member of the Supervisory Board (see page 172 for the criteria used to determine independence)

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Corporate Governance Report

Competence profile, diversity concept and objectives for the one independent member with accounting and auditing expertise –– Age limit and period of membership: Persons who have
composition of the Supervisory Board (“financial expert”) within the meaning of section 100(5) of the reached the age of 72 on the day of election by the Annual
German Stock Corporation Act (AktG) Shareholders’ Meeting should generally not be nominated for
­
▪▪ Composition criteria: professional and personal –– At least one member with in-depth experience in innovation, election. Membership on the Supervisory Board should generally
­qualifications, diversity, and independence ­research & development and technology not exceed three regular statutory periods in office, which will
–– At least one member with in-depth experience in digitalization, correspond to 12 years in the future.
One important concern of good corporate governance is to ensure information technology, business models and start-ups –– Independence: To ensure the independent monitoring and
that seats on the responsible corporate bodies, the Board of –– At least one member with in-depth experience in human ­consultation of the Board of Executive Directors, the Supervisory
­Executive Directors and the Supervisory Board, are appropriately ­resources, society, communications and the media Board should have an appropriate number of independent
filled. On December 21, 2017, the Supervisory Board therefore –– Specialist knowledge and experience in sectors outside of the ­members on the board as a whole, and an appropriate number of
agreed on objectives for the composition, the competence profile chemical industry independent shareholder representatives. The Supervisory Board
and the diversity concept of the Supervisory Board in accordance For more information on the Supervisory Board’s competence profile, see basf.com/supervisoryboard deems this to be the case if more than half of the shareholder
with section 5.4.1 of the German Corporate Governance Code in representatives and at least eight members of the Supervisory
the version dated February 7, 2017, and section 289f(2) no. 6 of the Diversity concept Board as a whole can be considered independent. The
German Commercial Code (HGB). These were expanded on The Supervisory Board strives to achieve a reasonable level of ­Supervisory Board’s assessment of independence is based on
­December 19, 2019, in particular with respect to the criteria for diversity with respect to character, gender, international repre­
­ the criteria in the new version of the German Corporate
­assessing independence, based on the new recommendations of sentation, professional background, specialist knowledge and Governance Code, which was revised in 2019 (2020 Code).
­
the German Corporate Governance Code, which was revised and experience as well as age distribution, and takes the following
­ Among other things, this means that members of the Supervisory
amended in 2019 (2020 Code). The guiding principle for the composition criteria into account: Board are no longer considered independent if they have been a
composition of the Supervisory Board is to ensure qualified
­ –– At least 30% women and 30% men member of the board for 12 years or longer. The Supervisory
­supervision and guidance for the Board of Executive Directors of –– At least 30% of members have international experience based on Board has additionally defined the following principles to clarify
BASF SE. Individuals shall be nominated to the Annual Share­ their background or professional experience the meaning of independence: The independence of employee
holders’ Meeting for election to the Supervisory Board who can, –– At least 50% of members have different educational backgrounds representatives is not compromised by their role as an employee
based on their professional expertise and experience, integrity, and professional experience representative or employ­ment by BASF SE or a Group company.
commitment, independence and character, successfully perform –– At least 30% under the age of 60 Prior membership of the Board of Executive Directors of BASF SE
the work of a supervisory board member at an international c
­ hemical does not preclude independence following the expiry of the
company. Further composition objectives ­statutory cooling-­off period of two years. Material transactions
–– Character and integrity: All members of the Supervisory Board between a Supervisory Board member or a related party or
Competence profile must be personally reliable and have the knowledge and ­undertaking of the Super­visory Board member on the one hand,
The following requirements and objectives are considered essential ­experience required to diligently and independently perform the and BASF SE or a BASF Group company on the other, exclude a
to the composition of the Supervisory Board as a collective body: work of a supervisory board member. member of the Supervisory Board from being qualified as
–– Leadership experience in managing companies, associations and –– Availability: Each member of the Supervisory Board ensures that ­independent. A m ­ aterial transaction is defined as one or more
networks they invest the time needed to properly perform their role as a transactions in a single calendar year with a total volume of 1% or
–– Members’ collective knowledge of the chemical sector and the member of the Supervisory Board of BASF SE. The statutory more of the sales of the companies involved in each case. In the
related value chains limits on appointments to governing bodies and the recom­ same way, if a Supervisory Board member or a related party of a
–– Appropriate knowledge within the body as a whole of finance, mendations of the German Corporate Governance Code must be Supervisory Board member has a personal service or consulting
accounting, financial reporting, law and compliance as well as complied with when accepting further appointments. agreement with BASF SE or one of its Group companies with an

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annual compensation of over 50% of the Supervisory Board Commitments to promote the participation of women in t­arget-attainment period were reached ahead of schedule at the
compensation, they do not qualify as independent. Furthermore, ­leadership positions at BASF SE end of 2019.
if a Supervisory Board member or a related party of a Supervisory
Board member holds more than 20% of the shares in a company ▪▪ Minimum quota on Supervisory Board, target figures for BASF views the further development and promotion of women as a
in which BASF SE is indirectly or directly the majority shareholder, Board of Executive Directors and top management global duty independent of individual Group companies. It has
the necessary independence is also not met. ­committed to ambitious targets that were further raised in 2020. The
The supervisory board of a publicly listed European stock ­corporation new target is to increase the proportion of women in leadership
Status of implementation (SE) that is composed of the same number of shareholder and worldwide to 30% by 2030. BASF will continue to work systema­
According to the Supervisory Board’s own assessment, its current ­employee representatives must, according to section 17(2) of the SE tically on expanding the percentage of women in its leadership
composition meets all of the requirements of the competence Implementation Act, consist of at least 30% women and 30% men. team. To achieve this, global measures will be implemented and
­profile. With the court appointment of the new Supervisory Board Since the 2018 Annual Shareholders’ Meeting, the Supervisory enhanced continuously.
member Liming Chen on October 8, 2020, the competence area of Board of BASF SE comprises four women, of whom two are For more information on women in leadership positions in the BASF Group worldwide, see page 32
digitalization – which is key to the future viability of BASF – will ­shareholder representatives and two are employee representatives, For more information on the inclusion of diversity, including promotion of women, see the chapter on
Employees in the Management’s Report on page 146
­continue to be fully covered, despite the departure of Alexander C. and eight men. The Supervisory Board’s composition meets the
The November 2015 Employee Participation Agreement relevant to the composition of the Supervisory
Karp on July 22, 2020. statutory requirements. Board is available at basf.com/en/corporategovernance

According to the Supervisory Board’s assessment, nine (five share- As a target figure for the Board of Executive Directors, the Shareholders’ rights
holder representatives and four employee representatives) of the 12 Supervisory Board determined that, in accordance with section
­
current members are considered independent based on the above 111(5) AktG for the second target-attainment period after the law’s ▪▪ Shareholders’ rights of co-administration and supervision
criteria. As of January 2020, shareholder representative Franz entry into force, which began on January 1, 2017, the Board of at the Annual Shareholders’ Meeting
­Fehrenbach is no longer classified as independent, because he has ­Executive Directors should continue to have at least one female ▪▪ One share, one vote
been a member of the Supervisory Board since January 2008 and member. This represented 12.5% on the date the target was set
no longer meets the criterion of a membership duration of less than (based on eight members of the Board of Executive Directors), and Shareholders exercise their rights of co-administration and
12 years. The same applies to employee representative Denise represents 16.7% as of January 1, 2020 (based on six Board supervision at the Annual Shareholders’ Meeting, which usually
­
Schellemans, who has also been a member of the Supervisory ­members). With the appointment of Dr. Melanie Maas-Brunner to takes place within the first five months of the business year. The
Board since January 2008 , and to employee representative Michael the Board of Executive Directors, effective as of February 1, 2021, Annual Shareholders’ Meeting elects half of the members of the
Vassiliadis, who has been a member of the Supervisory Board since there will be two female Board members. The proportion of women Supervisory Board and, in particular, resolves on the formal
August 2004. will be 33.3% upon Wayne T. Smith’s departure on May 31, 2021. ­discharge of the Board of Executive Directors and the Supervisory
For more information on the statutory minimum quotas for the number of women and men on the Board, the distribution of profits, capital measures, the authorization
­Supervisory Board, see the following section
The Board of Executive Directors also decided on target figures for of share buybacks, changes to the Statutes and the selection of the
The independent Supervisory Board members are named under Management and Supervisory Boards
from page 180 onward
the proportion of women in the two management levels below the auditor.
Board of Executive Directors of BASF SE: Women are to make
up 12.1% of the leadership level directly below the Board, and the Each BASF SE share represents one vote. All of BASF SE’s shares
level below that is to comprise 7.3% women. This corresponds to are registered shares. Shareholders are obliged to have themselves
the status at the time these target figures were determined. The entered with their shares into the company share register and to
­deadline for achieving the goals for the second target-attainment provide the information necessary for registration in the share
period was set for December 31, 2021. The goals for the second ­register according to the German Stock Corporation Act. There are

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Corporate Governance Report

no registration restrictions and there is no limit to the number of shareholder rights and options for action were limited or handled in The appointment and dismissal of members of the Board of
shares that can be registered to one shareholder. Only the persons an exceptional manner at this virtual meeting. With a few amend- Executive Directors is legally governed by the regulations in
­
listed in the share register are entitled to vote as shareholders. Listed ments, these special policies are valid for Annual Shareholders’ Article  39 of the SE Council Regulation, section 16 of the SE
shareholders may exercise their voting rights at the Annual Share- Meetings in 2021 as well. Implemen­tation Act and sections 84 and 85 AktG as well as Article
holders’ Meeting either personally, through a representative of their 7 of the Statutes of BASF SE. Accordingly, the Supervisory Board
choice or through a company-appointed proxy authorized by the Implementation of the German Corporate Governance Code deter­mines the number of members of the Board of Executive Direc-
shareholders to vote according to their instructions. Individual tors (at least two), appoints the members of the Board of Executive
­instructions are only forwarded to the company on the morning of ▪▪ BASF SE follows all recommendations of German ­Directors, and can nominate a chair, as well as one or more vice
the day of the Annual Shareholders’ Meeting. Voting rights can be ­Corporate Governance Code chairs. The members of the Board of Executive Directors are
exercised according to shareholders’ instructions by company-­ ­appointed for a maximum of five years. The maximum initial term of
appointed proxies until the beginning of the voting process during BASF advocates responsible corporate governance that focuses on appointment is three years. Reappointments are permissible. The
the Annual Shareholders’ Meeting. There are neither voting caps to sustainably increasing the value of the company. BASF SE follows all Supervisory Board can dismiss a member of the Board of Executive
limit the number of votes a shareholder may cast nor special voting of the recommendations of the German Corporate Governance Directors if there is serious cause to do so. Serious cause includes,
rights. BASF has fully implemented the principle of “one share, one Code in the version dated December 16, 2019 (Code 2020), the in particular, a gross breach of the duties pertaining to the Board of
vote.” All shareholders entered in the share register are entitled to version in force on submission of the Declaration of Conformity. In Executive Directors and a vote of no confidence by the Annual
participate in the Annual Shareholders’ Meetings, to have their say the same manner, BASF follows all of the nonobligatory suggestions Shareholders’ Meeting. The Supervisory Board decides on appoint-
concerning any item on the agenda and to request information of the German Corporate Governance Code. ments and dismissals according to its own best judgment.
about company issues insofar as this is necessary to make an The joint Declaration of Conformity 2020 by the Board of Executive Directors and Supervisory Board of
BASF SE is rendered on page 210
­informed judgment about the item on the agenda under discussion. According to Article 59(1) of the SE Council Regulation, amend-
For more information on the Declaration of Conformity 2020, the implementation of the Code’s
Registered shareholders are also entitled to file motions pertaining to ­suggestions and the German Corporate Governance Code, see basf.com/en/corporategovernance
ments to the Statutes of BASF SE require a resolution of the Annual
proposals for resolutions made by the Board of Executive Directors Shareholders’ Meeting adopted with at least a two-thirds majority of
and Supervisory Board at the Annual Shareholders’ Meeting and to the votes cast, provided that the legal provisions applicable to
contest resolutions of the Meeting and have them evaluated for their Disclosures according to section 315a(1) of the German ­German stock corporations under the German Stock Corporation
lawfulness in court. Shareholders who hold at least €500,000 of the Commercial Code (HGB)1 and explanatory report of the Act do not stipulate or allow for larger majority requirements. In the
company’s share capital, a quota corresponding to 390,625 shares, Board of Executive Directors according to section 176(1) case of amendments to the Statutes, section 179(2) of the German
are furthermore entitled to request that additional items be added to sentence 1 of the German Stock Corporation Act (AktG) Stock Corporation Act requires a majority of at least three-quarters
the agenda of the Annual Shareholders’ Meeting. of the subscribed capital represented. Pursuant to Article 12(6) of
As of December 31, 2020, the subscribed capital of BASF SE was the Statutes of BASF SE, the Supervisory Board is authorized to
Due to assembly restrictions resulting from the coronavirus pan- €1,175,652,728.32, divided into 918,478,694 registered shares resolve on amendments to the Statutes that merely concern their
demic, the 2020 Annual Shareholders’ Meeting took place virtually with no par value. Each share entitles the holder to one vote at the wording. This applies in particular to the adjustment of the share
without the physical presence of shareholders in accordance with Annual Shareholders’ Meeting. Restrictions on the right to vote or capital and the number of shares after the redemption of r­ epurchased
special regulations prescribed by the COVID-19 Act passed by the transfer shares do not exist. The same rights and duties apply to all BASF shares and after a new issue of shares from authorized ­capital.
lower house of the German parliament (Bundestag) in March 2020. shares. According to the Statutes, shareholders are not entitled to
To ensure legally compliant execution of this special Annual receive share certificates. There are neither different classes of By way of a resolution of the Annual Shareholders’ Meeting on
­Shareholders’ Meeting format, whereby shareholders participated shares nor shares with preferential voting rights (golden shares). May 3, 2019, the Board of Executive Directors is authorized, with
solely via electronic communication, some of the aforementioned the consent of the Supervisory Board, to increase, until May 2,

1 In the version applicable to the Financial Statements and Management’s Report for the 2020 fiscal year pursuant to Article 83 of the Introductory Act on the German Commercial Code (EGHGB)

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Corporate Governance Report

2024, on a one-off basis or in portions on a number of occasions, exchange or by way of a public purchase offer directed to all By contrast, employees of BASF SE and its subsidiaries who are
the ­company’s share capital by a total of up to €470 million by issu- ­shareholders. The Board of Executive Directors is authorized to sell classed as senior executives will still receive a severance payment
ing new shares against contributions in cash or in kind (authorized the repurchased company shares (a) through a stock exchange, (b) if their contract of employment is terminated by BASF within
capital). A right to subscribe to the new shares shall be granted to through a public offer directed to all shareholders and – with the 18 months of a change of control event, provided the employee has
shareholders. This can also be achieved by a credit institution approval of the Supervisory Board – to third parties, (c) for a cash not given cause for the termination. The employee whose service
acquiring the new shares with the obligation to offer these to
­ payment that is not significantly lower than the stock exchange price contract has been terminated in such a case will receive a maximum
­shareholders (indirect subscription right). The Board of Executive at the time of sale and (d) for contributions in kind, particularly in severance payment of 1.5 times the annual salary (fixed component)
Directors is authorized to exclude the statutory subscription right of connection with the acquisition of companies, parts of companies depending on the number of months that have passed since the
shareholders to a maximum amount of a total of 10% of share or shares in companies or in connection with mergers. In the cases change of control event. A change of control is assumed when a
­capital in certain exceptional cases that are defined in Article 5(8) of specified under (c) and (d), the shareholders’ subscription right is shareholder informs BASF of a shareholding of at least 25% or the
the BASF SE Statutes. This applies in particular if, for capital excluded. The Board of Executive Directors is furthermore autho- increase of such a holding. The remaining specifications stipulated
­i­ncreases in return for cash contributions, the issue price of the new rized to retire the shares bought back and to reduce the share in section 315a(1) HGB refer to situations that are not applicable to
shares is not substantially lower than the stock market price of ­capital by the proportion of the share capital accounted for by the BASF SE.
BASF shares and the total number of shares issued under this retired shares. For more information on bonds issued by BASF SE, see basf.com/bonds
­authorization does not exceed 10% of the shares currently in issue
or, in eligible individual cases, to acquire companies or shares in Bonds issued by BASF SE and its subsidiaries grant the bearer the Directors’ and officers’ liability insurance
companies in exchange for surrendering BASF shares. right to request early repayment of the bonds at nominal value if,
after the date of issue of the bond, one person – or several persons BASF SE has taken out liability insurance that covers the activities of
By way of a resolution of the Annual Shareholders’ Meeting on acting together – hold or acquire a volume of BASF SE shares that members of the Board of Executive Directors and the Supervisory
May 12, 2017, the share capital was increased conditionally by up corresponds to more than 50% of the voting rights (change of Board (directors’ and officers’ liability insurance). This policy pro-
to €117,565,184 by issuing up to 91,847,800 new shares. The ­control), and one of the rating agencies named in the bond’s terms vides for the level of deductibles for the Board of Executive Directors
­contingent capital increase serves to grant shares to the holders of and conditions withdraws its rating of BASF SE or the bond, or as prescribed by section 93(2) sentence 3 AktG (10% of damages
convertible bonds or warrants attached to bonds with warrants of ­reduces it to a noninvestment grade rating within 120 days of the up to 1.5 times the fixed annual compensation).
BASF SE or a subsidiary, which the Board of Executive Directors change of control event.
is authorized to issue up to May 11, 2022, by way of a resolution Share ownership by members of the Board of Executive
of the Annual Shareholders’ Meeting on May 12, 2017. A right An exceptional change of control compensation awarded to out­ ­Directors and the Supervisory Board
to subscribe to the bonds shall be granted to shareholders. The going members of the Board of Executive Directors has not existed
Board of ­Executive Directors is authorized to exclude the share­ since January  1, 2020, as of the introduction of the amended No member of the Board of Executive Directors or the Supervisory
holders’ ­subscription right in certain exceptional cases – as defined
­compensation system for the Board of Executive Directors, which Board owns shares in BASF SE and related options or other
in Article 5(9) of the BASF SE Statutes. was approved by the Annual Shareholders’ Meeting on June  18, ­derivatives that account for 1% or more of the share capital. Further-
2020. The general rule for severance payments granted for more, the total volume of BASF SE shares and related financial
At the Annual Shareholders’ Meeting on May 12, 2017, the Board of ­premature terminations of appointments to the Board of Executive ­instruments held by members of the Board of Executive Directors
Executive Directors was authorized to purchase up to 10% of the Directors applies, which states that the maximum severance and the Supervisory Board accounts for less than 1% of the shares
shares in issue at the time of the resolution (10% of the company’s ­­payment may not exceed the amount of two years’ compensation; issued by the company.
share capital) until May 11, 2022. At the discretion of the Board of however, this may not exceed the compensation for the remaining An overview of the BASF shares held by individual members of the Board of Executive Directors can
be found at basf.com/shares-held
Executive Directors, the purchase can take place on the stock­ period of the contract.

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Corporate Governance Report

Share dealings of the Board of Executive Directors and proposed for election at the Annual Shareholders’ Meeting as
­Supervisory Board1 BASF’s auditor without further tendering processes up to and
­including the 2025 business year. Dr. Stephanie Dietz has been the
As legally stipulated by Article 19(1) MAR, all members of the Board auditor responsible for the Consolidated Financial Statements since
of Executive Directors and the Supervisory Board as well as certain auditing the 2020 Financial Statements. Since the 2020 Financial
members of their families are required to disclose the purchase or Statements, the auditor responsible for the Separate Financial
sale of financial instruments of BASF SE (e.g., shares, bonds, Statements has been Stephan Kaiser. The total fee paid to KPMG
options, forward contracts, swaps) to the Federal Financial
­ and auditing firms of the KPMG group by BASF SE and other BASF
Supervisory Authority (Bundesanstalt für Finanzdienstleistungs­
­ Group companies for non-audit services, in addition to the auditing
aufsicht) and to the company if transactions within the calendar year fee, was €1.2 million in 2020. This represents around 6.1% of the
exceed the threshold of €20,000. In 2020, a total of 26 purchases fees for auditing the financial statements.
by members of the Board of Executive Directors and the S ­ upervisory For more information, see Note 32 to the Consolidated Financial Statements on page 312
Board and members of their families subject to disclosure were
­reported as directors’ dealings, involving between 17 and 10,000
BASF shares or BASF ADRs (American Depositary Receipts). The
price per share was between €38.99 and €66.49. The volume of the
individual trades was between €978.29 and €479,087.94. The
­disclosed share transactions are published on BASF SE’s website.
For more information on securities transactions reported in 2020, see basf.com/en/directorsdealings

Information on the auditor

The Annual Shareholders’ Meeting of June 18, 2020, once again

elected KPMG AG Wirtschaftsprüfungsgesellschaft as the auditor of
the BASF Group Consolidated Financial Statements and Separate
Financial Statements of BASF SE for the 2020 business year, as well
as the corresponding management’s reports. KPMG member firms
also audit the majority of BASF Group companies included in the
Consolidated Financial Statements. KPMG has been the continuous
auditor of BASF SE since the 2006 Financial Statements. A public
call to tender was issued in 2015 to all auditors for the audit of the
2016 Consolidated and Separate Financial Statements, in line with
the E.U. Regulation 537/2014 of April 16, 2014. Based on the
­results of the tendering process, the Audit Committee ­recommended
to the Supervisory Board that it once again propose KPMG for
election. After completing the tendering process, KPMG can now be

1 Obligatory reportable and publishable directors’ dealings under Article 19(1) of the E.U. Market Abuse Regulation 596/2014 (MAR)

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Compliance

 Compliance  The structure of BASF’s Code of Conduct

Our Group-wide Compliance Program aims to ensure We Care We Earn Trust We Play Fair We Respect We protect
­adher­ence to legal regulations, the company’s internal guide- –– Our Code of Conduct –– Anti-Corruption –– Antitrust Laws –– Human Rights, Labor –– Sensitive Company
–– How We Make –– Trade Control –– Gifts and and Social Standards Information
lines and ethical business practices. Our employee Code
­Decisions –– Anti-Money ­Entertainment –– Environmental –– Personal Data
of Conduct firmly embeds these mandatory standards into
–– We Always Speak Up ­Laundering –– Conflicts of Interest ­Protection, Health –– Digital Responsibility
day-­to-day business. Members of the Board of Executive and Safety
–– We Lead Integrity –– Company Property
Directors are also expressly obligated to follow these
­
–– Accurate Books and
­principles. Records

Compliance Program and Code of Conduct

▪▪ Integrated into corporate values case studies, FAQs and additional references. A new internal online to take part in basic compliance training, refresher courses and
▪▪ Regular compliance training for employees platform and the corresponding app are available to employees special tutorials dealing with, for example, antitrust legislation, taxes
▪▪ New Code of Conduct “We are BASF” worldwide, providing them continuously with up-to-date content, or trade control regulations. In addition, the new Code of Conduct
interactive educational options as well as direct contact to subject contains a section dedicated to leading with integrity. Newly
BASF’s Compliance Program is based on our corporate values and specialists. ­appointed senior executives therefore receive special training on
voluntary commitments, as well as international standards. It compliance. Course materials and formats are constantly updated,
­describes our commitment to responsible conduct and e ­ xpectations Abiding by compliance standards is the foundation of responsible taking into account the specific risks of individual target groups and
around how all BASF employees interact with business partners, leadership. This has also been embedded in our values. We are business areas. In total, more than 42,000 participants worldwide
officials, coworkers and the community. At the core of our convinced that compliance with these standards will play a key role received around 54,000 hours of compliance training in 2020.
­Compliance Program is the global, standardized Code of Conduct. in securing our company’s long-term success. Our efforts are For more information on the BASF Code of Conduct, see basf.com/code_of_conduct
All employees and managers are obligated to adhere to its g ­ uide- ­principally aimed at preventing violations from the outset.
lines, which cover topics ranging from corruption and antitrust laws
to human rights, labor and social standards, conflicts of interest and We perform a systematic risk assessment to identify the risk of
trade control, and protection of data privacy. compliance violations, including corruption risks. These are
­conducted at divisional, regional and country levels. The regular Code of Conduct
BASF’s global Code of Conduct from 2013 was thoroughly revised compliance audits performed by the Corporate Audit department
is the core of our Compliance Program
and republished in June 2020. The content of the new Code of are another source of information for the systematic identification of
Conduct is fundamentally the same as that of the previous global
Code of Conduct but has been supplemented with specific
risks. These risks are documented in the relevant risk or audit report.
The same applies to specific risk minimization measures as well as
More than 42,000
­additional topics. New sections include “Digital Responsibility” and the time frame for their implementation. Participants in compliance training
“How We Make Decisions.” A greater emphasis is placed on the
importance of raising concerns openly and speaking up when our One key element in the prevention of compliance violations is 61 internal audits
gut feeling tells us to. A further focus of the new version is its modern ­compulsory training and workshops held as classroom or online conducted on compliance
design, which offers employees more user-friendly features such as courses. All employees are required within a prescribed time frame

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Compliance

Compliance culture at BASF are also open to the public. Each concern is documented according We monitor our business partners in sales for potential compliance
to specific criteria, properly investigated in line with standard internal risks based on the global Guideline on Business Partner Due
We firmly believe that for corporate responsibility to be a success, procedures and answered as quickly as possible. The outcome of ­Diligence using a checklist, a questionnaire and an internet-based
there must be an active culture of living these guidelines within the the investigation as well as any measures taken are documented analysis. The results are then documented. If business partners are
company. Thanks to the early introduction of our compliance accordingly and included in internal reports. not prepared to answer the questionnaire, we do not enter into a
­standards, which were consolidated in our global Code of Conduct business relationship with them. A dedicated global Supplier Code
in 2013 and republished in June 2020 in our currently applicable In 2020, 387 calls and emails were received by our external hotlines of Conduct applies to our suppliers, which covers compliance with
global Code of Conduct, these are firmly established and r­ ecognized. (2019: 408). The information received related to all categories of our environmental, social and corporate governance standards, among
We expect all employees to act in line with these compliance Code of Conduct, including environmental and human rights issues, other requirements. As part of our trade control processes, we also
­principles. Managers play a key role here – they serve as an example corruption and handling of company property. We carefully check whether persons, companies or organizations appear on
of and communicate our values and culture both internally and ­investigated all cases of suspected misconduct that came to our sanction lists due to suspicious or illegal activities, and whether
­externally. attention and, when necessary, took countermeasures on a there are business processes with business partners from or in
­case-by-case basis. These included, for example, improved control countries under embargo.
Monitoring adherence to our compliance principles mechanisms, additional informational and training measures,
­clarification and expansion of the relevant internal regulations, as We support the United Nations’ Guiding Principles on Business and
BASF’s Chief Compliance Officer (CCO) reports directly to the well as disciplinary measures as appropriate. Most of the justified Human Rights and are constantly working to enhance our internal
­Chairman of the Board of Executive Directors and manages the cases related to personal misconduct in connection with the guidelines and processes in keeping with these principles. For
further development of our global compliance organization and our ­protection of company property, inappropriate handling of conflicts ­example, there is an internal guideline to respect international labor
Compliance Management System. The CCO is supported in this of interests or gifts and invitations. In such isolated cases, we took and social standards that is applicable throughout the Group.
task by the Corporate Compliance unit and more than 100  com­ disciplinary measures in accordance with uniform internal standards ­Outside of our company, too, we support respect for human rights
pliance officers worldwide in the regions and countries as well as in and also pursued claims for damages where there were sufficient and the fight against corruption. We are a founding member of the
the divisions. Material compliance topics are regularly ­discussed in prospects of success. In 2020, violations of our Code of Conduct United Nations Global Compact. As a member of Transparency
the compliance committees established at global and regional level. led to termination of employment in a total of 31 cases (2019: 52). International Deutschland and the Partnering Against Corruption
­
The CCO reports to the Supervisory Board’s Audit Committee in at This relates to all employee groups, including senior executives. Initiative (PACI) of the World Economic Forum, we assist in the
least one of its meetings each year on the status of the ­Compliance ­implementation of these organizations’ objectives.
Program as well as any major developments. In the event of signifi- BASF’s Corporate Audit department monitors adherence to
cant incidents, the Audit Committee is immediately informed by the compliance principles, covering all areas in which compliance
­ As prescribed by BASF’s Code of Conduct and corporate values,
Board of Executive Directors. ­violations could occur. They check that employees uphold regula- we adhere to uniformly high standards and integrity regarding
tions and make sure that the established processes, procedures tax-related issues. To aid in the achievement of the U.N. SDGs and
We particularly encourage our employees to actively and promptly and monitoring tools are appropriate and sufficient to minimize to meet our own standards for the creation of economic and social
seek guidance if in doubt. They can consult their managers, ­potential risks or preclude violations in the first place. In 2020, 61 value, we contribute to public finances in accordance with legal
­specialist departments, such as the Legal department, and ­company Group-wide audits of this kind were performed (2019: 86). Our ­requirements and our corporate values. BASF’s Value to Society
compliance officers. The new internal platform and corresponding compliance management system itself is also regularly audited by approach considers taxes paid by BASF to be a social advantage.
app also help employees to access advice by enabling direct the internal Corporate Audit department, most recently in November
­contact. In addition, we have set up more than 50 external hotlines 2018. Overall, the audits confirmed the effectiveness of the
worldwide that our employees can use – including anonymously – to ­compliance management system.
report potential violations of laws or company guidelines. All hotlines

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Compliance

In 2020, we developed and published our BASF tax principles,

which are binding for all Group entities.
For more information on the Supplier Code of Conduct and supplier assessments, see page 113
­onward
For more information on the Code of Conduct, see basf.com/code_of_conduct
For more information on human rights and labor and social standards, see basf.com/human_rights
For more information on on tax principles, see basf.com/en/corporategovernance

BASF Report 2020 179

About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Management and Supervisory Boards

Management and Responsibilities: Corporate Finance; Corporate Audit; Global

Business Services; Global Digital Services; Global Procurement
Dr. Markus Kamieth
Degree: Chemistry, 50 years old, 22 years at BASF

Supervisory Boards First appointed: 2008, term expires: 2023

Internal memberships within the meaning of section 100(2) of
Responsibilities: Catalysts; Coatings; Dispersions & Pigments;
Performance Chemicals; Advanced Materials & Systems Research
the German Stock Corporation Act: (until January  31, 2021); BASF New Business (until January  31,
Board of Executive Directors Wintershall Dea GmbH (Chairman of the Supervisory Board until 2021); Greater China; South & East Asia, ASEAN & Australia/New
July  31, 2020, Deputy Chairman of the Supervisory Board since Zealand; Mega Projects Asia
August 1, 2020) First appointed: 2017, term expires: 2025
There were six members on the Board of Executive Directors Wintershall AG (Chairman of the Supervisory Board) Comparable German and non-German supervisory bodies:
of BASF SE as of December 31, 2020. Comparable German and non-German supervisory bodies: Solenis UK International Ltd. (member of the Board of Directors)
Nord Stream AG (member of the Shareholders’ Committee)
As part of its long-term succession planning and in line
with its diversity concept, the Supervisory Board appointed Dr. Melanie Maas-Brunner (since February 1, 2021)
Dr.  Melanie Maas-Brunner as a member of the Board of Saori Dubourg Degree: Chemistry, 52 years old, 24 years at BASF
­Executive Directors on December 17, 2020. As of February 1, Degree: Business, 49 years old, 24 years at BASF Responsibilities until May  31, 2021: Advanced Materials &
2021, the Board of Executive Directors therefore temporarily Responsibilities: Agricultural Solutions; Care Chemicals; Systems Research; Bioscience Research; Process Research &
­
comprises seven members and, following a transition period, ­Nutrition  & Health; Bioscience Research (until January  31, 2021); Chemical Engineering; BASF New Business
will again be reduced to six members with the departure of Europe Responsibilities from June  1, 2021: Corporate Environmental
­Wayne T. Smith as of May  31, 2021. Some of the respon­si­ First appointed: 2017, term expires: 2025 Protection, Health & Safety; European Site & Verbund M
­ anagement;
bilities within the Board of Executive Directors will be reallo- Internal memberships within the meaning of section 100(2) of Global Engineering Services; Advanced Materials & Systems
cated effective June 1, 2021, as a result of this change. the German Stock Corporation Act: Research; Bioscience Research; Process Research & Chemical
­
Wintershall Dea GmbH (member of the Supervisory Board) Engineering; BASF New Business
The composition of the Board of Executive Directors and the First appointed: 2021, term expires: 2024
responsibilities of individual members are as follows:
Michael Heinz
Dr. Martin Brudermüller Degree: MBA, 56 years old, 37 years at BASF Wayne T. Smith
Chairman of the Board of Executive Directors Responsibilities until May  31, 2021: Corporate Environmental Degrees: Chemical Engineering, MBA, 60  years old, 17  years at
Degree: Chemistry, 59 years old, 33 years at BASF Protection, Health  & Safety; European Site  & Verbund Manage- BASF
Responsibilities: Corporate Legal, Compliance, Tax & Insurance; ment; Global Engineering Services; South America Responsibilities until May  31, 2021: Monomers; Performance
Corporate Development; Corporate Communications  & Govern- Responsibilities from June  1, 2021: Monomers; Performance Materials; Petrochemicals; Intermediates; Process Research &
ment Relations; Corporate Human Resources; Corporate Investor Materials; Petrochemicals; Intermediates; North America; South Chemical Engineering (until January 31, 2021); Market & Business
Relations America Development, Site & Verbund Management North America; ­Country
First appointed: 2006, term expires: 2023 First appointed: 2011, term expires: 2024 Platforms North America
Internal memberships within the meaning of section 100(2) of First appointed: 2012, term expires: 2021
the German Stock Corporation Act: Comparable German and non-German supervisory bodies:
Dr. Hans-Ulrich Engel Wintershall Dea GmbH (member of the Supervisory Board) Inter Pipeline Ltd. (member of the Board of Directors since May 7,
Vice Chairman of the Board of Executive Directors Comparable German and non-German supervisory bodies: 2020)
Degree: Law, 61 years old, 33 years at BASF BASF Antwerpen N.V. (Chairman of the Administrative Council)

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Supervisory Board

Supervisory Board Memberships of comparable domestic and foreign ­supervisory Dame Alison Carnwath DBE, Exeter, England*1
bodies of commercial enterprises: none Senior Advisor Evercore Partners
In accordance with the Statutes, the Supervisory Board of Member of the Supervisory Board since: May 2, 2014
BASF SE comprises 12 members Franz Fehrenbach, Stuttgart, Germany1 Memberships of statutory supervisory boards in Germany:
Vice Chairman of the Supervisory Board of BASF SE none
Chairman of the Supervisory Board of Robert Bosch GmbH Memberships of comparable domestic and foreign ­supervisory
The term of office of the Supervisory Board commenced following
Member of the Supervisory Board since: January 14, 2008 bodies of commercial enterprises:
the Annual Shareholders’ Meeting on May  3,  2019, in which the
Memberships of statutory supervisory boards in Germany: Zurich Insurance Group AG3 (independent, non-executive member
shareholder representatives on the Supervisory Board were elected. Robert Bosch GmbH4 (chair) of the Board of Directors)
In accordance with the applicable article of the Statutes as of the Stihl AG3 (Stihl Holding AG & Co. KG group company) (vice chair) Zürich Versicherungs-Gesellschaft AG (Zurich Insurance Group AG
date of election, it terminates upon conclusion of the Annual Memberships of comparable domestic and foreign ­supervisory group company)4 (independent, non-executive member of the
­Shareholders’ Meeting that resolves on the discharge of members bodies of commercial enterprises: Board of Directors)
of the Supervisory Board for the fourth complete business year after Stihl Holding AG & Co. KG4 (member of the Advisory Board) BP plc3 (non-executive director until January 15, 2021)
the term of office commenced; this is the Annual Shareholders’ Linde plc3 (member of the Board of Directors) PACCAR Inc.3 (independent member of the Board of Directors)
Meeting on April 25, 2024. The ­Chairman of the Super­visory Board, Coller Capital Ltd.4 (non-executive member of the Board of
Dr. Jürgen Hambrecht, resigned his Super­visory Board mandate as Sinischa Horvat, Limburgerhof, Germany*2 ­Directors)
of the conclusion of the A­ nnual Shareholders’ Meeting on June 18, Vice Chairman of the Supervisory Board of BASF SE Broadwell Capital Limited4 (non-executive member of the Board of
2020. The Annual Shareholders’ Meeting on June  18, 2020, Chairman of the Works Council of BASF SE, Ludwigshafen Site; Directors)
­appointed Dr. Kurt Bock to the S­ upervisory Board as his successor, Chairman of BASF’s Joint Works Council and of the BASF Works
who was elected as the new Chairman of the Supervisory Board in Council Europe Liming Chen, Beijing, China*1
the subsequent Supervisory Board meeting. The Supervisory Board Member of the Supervisory Board since: May 12, 2017 Chairman of IBM Greater China Group
member Dr.  Alexander C. Karp ­ resigned from the Supervisory Memberships of statutory supervisory boards in Germany: Member of the Supervisory Board since: October 8, 2020
Board at the end of the ­Supervisory Board meeting on July  22, none Memberships of statutory supervisory boards in Germany:
2020. The Ludwigshafen local court (Amtsgericht) appointed Liming Memberships of comparable domestic and foreign ­supervisory none
Chen as a substitute member effective October 8, 2020. Accord­ bodies of commercial enterprises: none Memberships of comparable domestic and foreign ­supervisory
ingly, the Supervisory Board comprises the following members: bodies of commercial enterprises:
Prof. Dr. Thomas Carell, Munich, Germany*1 IBM China Investment Company Ltd.4 (chair, intragroup member-
Dr. Kurt Bock, Heidelberg, Germany*1 Professor for Organic Chemistry at Ludwig Maximilian University ship)
Chairman of the Supervisory Board of BASF SE Munich IBM (China) Company Ltd.4 (chair, intragroup membership)
Former Chairman of the Board of Executive Directors of BASF SE Member of the Supervisory Board since: May 3, 2019 IBM Global Services (DaLian) Company Limited4 (chair, intragroup
(until May 2018) Memberships of statutory supervisory boards in Germany: membership)
Member of the Supervisory Board since: June 18, 2020 none IBM Solution and Services (ShenZhen) Company Ltd.4 (chair,
Memberships of statutory supervisory boards in Germany: Memberships of comparable domestic and foreign super­visory ­intragroup membership)
Fuchs Petrolub SE3 (chair) bodies of commercial enterprises: none IBM Financing and Leasing Company Ltd.4 (chair, intragroup
Bayerische Motoren Werke Aktiengesellschaft3 (member) ­membership)
IBM Factoring (China) Company Ltd.4 (chair, intragroup m
­ embership)
* Classified by the Supervisory Board as an “independent” member of the Supervisory Board (see page 172 for the criteria used to determine independence)
Inspur Power Commercial Systems Company Ltd.4 (chair,
1
2
Shareholder representative
Employee representative
­intragroup membership)
3 Publicly listed
4 Not publicly listed

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Supervisory Board

Tatjana Diether, Limburgerhof, Germany*2 Denise Schellemans, Brecht, Belgium2 The following member left the Supervisory Board on
Member of the Works Council of BASF SE, Ludwigshafen Site, and Full-time trade union delegate June 18, 2020
of the BASF Works Council Europe Member of the Supervisory Board since: January 14, 2008
Member of the Supervisory Board since: May 4, 2018 Memberships of statutory supervisory boards in Germany: Dr. Jürgen Hambrecht, Neustadt an der Weinstraße, Germany*1
Memberships of statutory supervisory boards in Germany: none Chairman of the Supervisory Board of BASF SE (until June  18,
none Memberships of comparable domestic and foreign ­supervisory 2020)
Memberships of comparable domestic and foreign ­supervisory bodies of commercial enterprises: none Former Chairman of the Board of Executive Directors of BASF SE
bodies of commercial enterprises: none (until May 2011)
Roland Strasser, Riedstadt, Germany*2 Member of the Supervisory Board since: May 2, 2014
Waldemar Helber, Otterbach, Germany*2 Regional Manager of the Rhineland-Palatinate/Saarland branch of Memberships of statutory supervisory boards in Germany:
Deputy Chairman of the Works Council of BASF SE, Ludwigshafen IG BCE Trumpf GmbH & Co. KG4 (chair)
Site Member of the Supervisory Board since: May 4, 2018 Daimler AG3 (member)
Member of the Supervisory Board since: April 29, 2016 Memberships of statutory supervisory boards in Germany: Daimler Truck AG3 (member)
Memberships of statutory supervisory boards in Germany: AbbVie Komplementär GmbH4 (member) Memberships of comparable domestic and foreign super­visory
none V & B Fliesen GmbH4 (member) bodies of commercial enterprises: none
Memberships of comparable domestic and foreign ­supervisory Memberships of comparable domestic and foreign ­supervisory
bodies of commercial enterprises: none bodies of commercial enterprises: none
The following member left the Supervisory Board on
Anke Schäferkordt, Cologne, Germany*1 Michael Vassiliadis, Hannover, Germany2 July 22, 2020
Member of the Supervisory Board Chairman of the Mining, Chemical and Energy Industries Union
Member of the Supervisory Board since: December 17, 2010 Member of the Supervisory Board since: August 1, 2004 Dr. Alexander C. Karp, Palo Alto, California*1
Memberships of statutory supervisory boards in Germany: Memberships of statutory supervisory boards in Germany: CEO Palantir Technologies Inc.
Serviceplan Group Management SE,4 partner with unlimited liability Steag GmbH4 (member) Member of the Supervisory Board since: May 3, 2019
of Serviceplan Group SE & Co. KG (member) RAG Aktiengesellschaft3 (vice chair) Memberships of statutory supervisory boards in Germany:
Bayerische Motoren Werke Aktiengesellschaft3 (member since Henkel AG & Co. KGaA3 (member) none
May 14, 2020) Vivawest GmbH4 (member) Memberships of comparable domestic and foreign super­visory
Memberships of comparable domestic and foreign super­visory Memberships of comparable domestic and foreign super­visory bodies of commercial enterprises: none
bodies of commercial enterprises: bodies of commercial enterprises: none
Wayfair Inc.3 (non-executive director)

* Classified by the Supervisory Board as an “independent” member of the Supervisory Board (see page 172 for the criteria used to determine independence)
1 Shareholder representative
2 Employee representative
3 Publicly listed
4 Not publicly listed

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Compensation Report

Compensation Report simplified system of compensation for members of the Board of

Executive Directors has been applicable since January 1, 2020,
tion is reviewed by an independent external auditor on a regular
basis. DAX companies in Germany and globally operating com­
for all service contracts for members of the Board of Executive panies in the rest of Europe1 serve as an external reference.
This report outlines the main principles of the compensation ­Directors.
for the Board of Executive Directors and discloses the For internal comparison, the compensation of senior executives and
amount and structure of the compensation of each Board Principles employees of BASF SE is considered in total as well as over time.
member. Furthermore, it provides information on end-of-
service undertakings with respect to members of the Board The compensation of the Board of Executive Directors is determined Based on a proposal by the Personnel Committee, the Supervisory
of Executive Directors, as well as information on the com- by the company’s size, complexity and financial position, as well as Board determines the structure and amount of compensation of
pensation of Supervisory Board members. the performance of the Board of Executive Directors as a whole members of the Board of Executive Directors. In the event of signifi­
(Gesamtvorstand). It is designed to contribute to sustainable corpo- cant amendments, but at least every four years, the compensation
–– New compensation system for Board of Executive Directors rate development and the achievement of strategic corporate goals. system resolved by the Supervisory Board is presented to the
applied for the first time in 2020
The long-term strategic goals communicated as part of BASF’s ­Annual Shareholders’ Meeting for approval.
–– The one-year variable compensation is 70% below the
­prior-year level (sum of performance bonus part 1 and part 2) strategy form the key performance indicators for the short-term and
–– Members of the Board of Executive Directors voluntary long-term variable compensation and thus foster the sustainable In very exceptional cases (such as a severe economic crisis), the
­relinquished 20% of their fixed compensation in the second development of the company. Supervisory Board can temporarily deviate from the components of
quarter of 2020 –– The strategic target “yield” refers to an annual return on capital the compensation system (procedures and rules on the compensa-
employed (ROCE) above the cost of capital percentage. The tion structure and amount as well as relating to the individual com-
This report meets the disclosure requirements of the German Com- ROCE serves as the key performance indicator for determining pensation components) for the Board of Executive Directors, if this
mercial Code, supplemented by the additional requirements based the performance bonus (short-term incentive, STI). is in the interest of the long-term well-being of the company.
on the German Act on the Disclosure of Management Board Remu- –– The strategic targets “growth,” “profitability” and “CO2-neutral For more information on the Supervisory Board and its committees, see page 181 and from page 205
onward
neration (VorstOG) as well as the German Act on the Appropriate- growth until 2030” are represented in the new long-term
ness of Management Board Remuneration (VorstAG), and is aligned ­incentive (LTI) program. The final number of performance share
with the recommendations of the German Corporate Governance units (PSUs) is determined based on the level of target achieve-
Code (GCGC) in the version dated December 16, 2019. The existing ment for the three strategic targets over the entire four-year period
system of compensation for the Board of Executive Directors was of the LTI program.
amended as of January 1, 2020, by resolution of the Supervisory
Board in order to meet the changed requirements from the 2020 By taking into account the total shareholder return (development of
fiscal year onward arising from the German Act Implementing the the share price and dividend), the new LTI enables both members of
Second E.U. Shareholder Rights Directive (ARUG  II), which also the Board of Executive Directors and shareholders to participate in
entered into force on January 1, 2020, and from the German Corpo- the sustainable development of the company.
rate Governance Code (GCGC) in the version dated December 16,
2019. The amended compensation system for members of the The compensation of the Board of Executive Directors is marked by
Board of Executive Directors was approved by the Annual Share- a pronounced variability in relation to the performance of the Board
holders’ Meeting on June 18, 2020. Significant changes apply to the of Executive Directors as a whole and the BASF Group’s success.
variable compensation and the pension benefits. The amended and The external and internal appropriateness of the Board’s compensa-

1 The European peer group for the 2019 appropriateness review comprised the following companies: ABB, Air Liquide, Akzo Nobel, BAE Systems, Bayer, BHP, BMW, BP, Continental, Daimler, DSM, E.ON, EDF, Henkel, Linde, Rolls Royce, Royal Dutch Shell, Siemens, Solvay, Thyssenkrupp, Total, Volkswagen.

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 About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Compensation Report

Overview of compensation system Since January 1, 2020, the compensation system for the Board of
Executive Directors contains the components listed in the overview
with the target and maximum amounts valid for the 2020 fiscal year.
related compensation

Annual amount €800,000a

Non-performance-

1. Fixed salary
Payment in equal instalments
Components of the compensation system also include a withhold-
Annual target €50,000b ing and clawback clause for variable compensation components as
2. Fringe benefits
Cap €100,000b corresponds to 200% of the annual target amount well as a Share Ownership Guideline, which obliges members of the
Board of Executive Directors to hold a defined number of shares for
Annual target €500,000a
3. Company pension benefits the length of their Board mandate and beyond.
Fixed annual pension contribution

Annual target €1,000,000a

Performance-related

4. Short-term incentive (STI)

with one-year performance Cap €2,000,000a corresponds to 200% of the annual target amount
compensation

period
Payment after the Annual Shareholders’ Meeting for the past fiscal year

5. Long-term incentive (LTI) Annual target €1,400,000a

Performance Share Plan Cap €2,800,000a corresponds to 200% of the annual target amount
with four-year performance
period Payment after the Annual Shareholders’ Meeting following the four-year performance period

a Two times this value for the chair of the Board of Executive Directors and 1.33 times this value for the vice chair
b The amount represents the target or maximum amount for the 2020 fiscal year for regularly granted fringe benefits. If one-off fringe benefits and/or transfer-related fringe benefits are granted in individual cases, the m
­ aximum
amounts specified for this also apply.

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Compensation Report

The relative proportions of the individual compensation components in the target total remuneration of members of the Board of Executive rental costs and school fees at the assignment location, or the
Directors are: granting of a basic allowance and the assumption or reimbursement
of additional taxes. The fringe benefits granted by the company are
Relative proportions of the compensation components in annual target total remunerationa capped.

The members of the Board are covered by a directors’ and officers’

liability insurance (D&O insurance) concluded by the company,
which includes a deductible. This policy provides for the level of
Fixed salary ~21%
Long-term incentive (LTI) ~38% deductibles for the Board of Executive Directors as prescribed by
section 93(2) sentence 3 of the German Stock Corporation Act.

Regular fringe benefits ~1%

Company pension benefits ~13%

Short-term incentive (STI) ~27%

a In individual cases, slight deviations are possible due to rounding.

Individual compensation components 2. Nonmonetary compensation and other additional

­compensation (fringe benefits)
1. Fixed salary Members of the Board of Executive Directors receive various fringe
The fixed salary is a set amount of yearly compensation paid out in benefits, in some instances event-related fringe benefits. The regu-
equal installments. It is regularly reviewed by the Supervisory Board larly provided fringe benefits include accident insurance premiums,
and adjusted, when appropriate. transportation and benefits from the provision of security measures
by the company. The one-time, event-related fringe benefits include,
The annual fixed salary for a member of the Board of Executive inter alia, security measures at the member’s private residence upon
Directors has been €800,000 since January  1, 2017. The fixed
­ initial appointment to the Board of Executive Directors. The delega-
­salary for the chair of the Board of Executive Directors is two times tion-related fringe benefits for members of the Board of Executive
the value for a Board member, and 1.33 times this value for the vice Directors who are based abroad include fringe benefits to cover
chair. additional costs of transfers, such as assumption of prevailing local

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Compensation Report

3. Company pension benefits –– Members of the Board of Executive Directors can choose a pen-
sion allowance for private retirement savings instead of the d ­ efined
The previous pension benefits granted to members of the Board of contribution pension commitment. In this case, the defined ­annual
Executive Directors (Board Performance Pension, deferred com- pension contribution amount is paid in equal monthly installments
pensation program and basic coverage under BASF Pensionskasse) as a gross amount to the member of the Board of Executive
were discontinued as of January 1, 2020, and replaced by a new ­Directors. In this case, there is no further claim to benefits ­following
defined contribution pension. the conclusion of the Board mandate, since the annual pension
contribution is paid as a gross amount to the Board member in
Company pension benefits equal monthly installments during the term of the mandate.
–– Defined contribution pension commitment in the form of an
­external capital investment model For future entitlements from the new defined contribution pension
–– Pension entitlement: retirement, disability and surviving commitment in the form of a capital investment model, the following
­dependents’ pensions
applies:
–– Possibility to opt out in favor of an annual pension allowance
–– The pension benefit is paid as a capital payment, possibly in as
many as 10 installments. Moreover, there is the possibility of
Since January 1, 2020, the company offers members of the Board choosing an annuity (lifetime pension payment).
of Executive Directors a defined contribution pension commitment –– For conversion into an annuity, the actuarial parameters relevant
in the form of a capital investment model. The company grants the at this point in time are used.
members of the Board of Executive Directors a fixed annual pension –– If the member of the Board of Executive Directors dies while
plan contribution: ­receiving the annuity, the surviving spouse receives a survivor
–– For the purpose of building retirement assets (retirement capital), benefits pension corresponding to 60% of the annuity. The same
the company pays pension contributions into an investment applies for civil partners.
­model to be chosen by the company. The pension account is –– Current pensions are increased annually by 1% as of January 1.
managed by an external provider. The performance of the paid-in
contributions is determined by the returns generated by the
investment model. However, each member of the Board of
­
Execu­tive Directors is guaranteed a benefit of least 80% of the
amount of the pension contributions paid by the company.
–– The pension benefits include disability and survivor benefits. The
disability capital corresponds to the value of the pension account
at the time the disability occurs, but at least to 80% of the sum of
the pension contributions paid by the company. The surviving
dependents capital corresponds to the value of the pension
­account at the time of death of the member of the Board of
Execu­tive Directors, but at least to 80% of the sum of the pension
contributions paid by the company.

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Compensation Report

4. Short-term incentive (STI) ROCE factor For the fiscal year 2020, the target ROCE was 10% with a cost of
ROCE capital percentage of 9%. This figure is reviewed and communicated
factor
16.0% annually. In order to assess the sustainable performance of the
Short-term incentive (STI) 1.5
If the actual ROCE
is more than 6
Board of Executive Directors, each year the Supervisory Board sets
–– One-year performance period
12.0% percentage points
above the target a target agreement with the Board of Executive Directors as a whole.
–– The amount of the STI is based on the achievement of set 1.2 ROCE, the ROCE
­operational and strategic targets as well as the BASF Group’s factor is increased The target agreement contains:
10.0% by 0.05 for each full
ROCE. 1.0 percentage point. –– One-year operational targets, primarily earnings, financial and
–– The payout is limited to 200% of the target amount (cap). 8.0% operational excellence targets. This includes, for example, EBIT
0.8
–– The payment occurs after the Annual Shareholders’ Meeting A special resolution by the before special items.
­following the fiscal year. Supervisory Board is required
if the actual ROCE is more –– One-year strategic targets relating to the further development of
than 6 percentage points
below the target ROCE. BASF, primarily targets for growth, portfolio optimization, invest-
4.0%
For each fiscal year, an STI with a one-year performance period is 0.3 ment and R&D strategy, digitalization, sustainability and BASF
granted. The STI is based on the achievement of operational and corporate values.
strategic goals as well as the return on capital employed (ROCE),

pp

pp

pp

pp

pp

pp

pp

pp

pp

pp

pp

pp

pp
which is relevant for the compensation of all employees. The actual These targets are in line with the outlook published in the forecast.

C
O
–6

–5

–4

–3

–2

–1

+1

+2

+3

+4

+5

+6

>6
tR
ge
STI amount is paid out after the Annual Shareholders’ Meeting in the A performance factor with a value between 0 and 1.5 is determined

r
Ta
following year. on the basis of the target achievement ascertained by the Supervi-
The ROCE factor is 1.0 if the ROCE achieved in the fiscal year is one sory Board. A target achievement rate of 100% equates to a value
With the ROCE as the key performance indicator for the variable percentage point above the weighted cost of capital percentage of 1.0 for the performance factor.
compensation, the short-term variable compensation is directly (based on the WACC in accordance with the capital asset pricing
linked to the company’s operating success and aligned with the model) for that year, meaning an appropriate premium on the cost of Target achievement and performance factor
BASF Group’s financial goal of earning a premium on the cost of capital was earned.
capital. The ROCE of the particular fiscal year serves as the key Target achievement 50% 75% 100% 125%
performance indicator for the success of the company when deter- In calculating ROCE, adjustments are made for negative and posi-
mining the STI. ROCE is the ratio of income from operations (EBIT) tive special items resulting from acquisitions and divestitures (for Performance factor 0 0.5 1.0 1.5
of the segments in relation to the average operating assets of the example, integration costs in connection with acquisitions and gains Values between these figures are interpolated

segments, plus the customer and supplier financing not included or losses from the divestiture of businesses) when these exceed a
there. corridor of plus or minus 1% of the average cost of capital basis. An The payout of the STI is determined as follows:
For more information on operating assets, see Value-Based Management on page 33 adjustment of the ROCE (in the first 12 months after closing) there-
fore only occurs in cases of exceptionally high special items resulting STI
Target ROCE Performance
payout
The target ROCE for the variable compensation is one percentage from acquisitions and divestitures. STI factor factor
(gross)
point above the cost of capital percentage for the fiscal year, which
is determined using the weighted average cost of capital (WACC) The Supervisory Board sets a maximum amount for the STI (cap).
approach in accordance with the capital asset pricing model. The current cap is €2,000,000 for a member of the Board of Execu- The payout is limited to 200% of the target amount (cap).
A ROCE factor is assigned to each relevant ROCE value. If the tive Directors. The maximum amount for the chair of the Board of For more information on the determination of the cost of capital percentage, see Value-Based
­Management on page 33
ROCE is two percentage points or more below the target ROCE, the Executive Directors is two times this value, and 1.33 times this value
ROCE factor will decline at a faster rate. The ROCE factor will for the vice chair.
­increase at a slower rate if the ROCE is two percentage points or
more above the target ROCE.
BASF Report 2020 187
About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Compensation Report

5. Long-term incentive (LTI) Grant Achievement of strategic targets over a Payout

The LTI plan incentivizes the achievement of strategic goals and (year 1) four-year performance period (after year 4)
takes into consideration the development of the BASF share and
dividend (Total Shareholder Return) over a period of four years. The Strategic target 1: Growth Final number of
LTI target amount
LTI is also offered with slight variations to senior executives of the Grow sales volumes faster than global chemical production every year (virtual) PSUs
BASF Group.

Long-term incentive (LTI) Share price at grant date Strategic target 2: Profitability Share price at end date
Increase EBITDA before special items by 3% to 5% per year + ∑ dividends
–– Four-year performance period
–– The payout amount is determined by the achievement of three
agreed strategic targets (growth, profitability, sustainability) and
the performance of the BASF share plus the dividends paid
Preliminary number of Strategic target 3: Sustainability LTI payout (gross);
­(total shareholder return).
(virtual) performance share Grow CO2 neutrally (≤21.9 million metric tons Cap at 200% of target
–– The payout is limited to 200% of the target amount (cap). units (PSUs) CO2 equivalents per year) amount
–– The payout occurs in May following the Annual Shareholders’
Meeting after the end of the four-year performance period.

Grant: For each fiscal year, an LTI plan with a four-year performance Payout: The final number of PSUs determined in this way is multi- Determination of target achievement: For each of the three stra-
period will be granted. The target amount will be converted into a plied by the average share price of the BASF share in the fourth tegic targets, at the beginning of the four-year performance period
preliminary number of virtual performance share units (PSUs). To quarter of the last year of the four-year performance period plus the the Supervisory Board defines a target value, which corresponds to
undertake this conversion, the target amount is divided by the aver- cumulative dividend payments in the four fiscal years of the perfor- a target achievement of 100%, as well as a minimal value, a maxi-
age price of the BASF share in the fourth quarter of the year prior to mance period. The payout amount of the LTI therefore reflects not mum value and a target achievement curve.
the beginning of the respective plan. only the achievement of the strategic targets but also the develop-
ment of BASF’s total shareholder return. The actual LTI amount is For each strategic target, the target achievement rate is determined
Targets and target achievement: At the beginning of the four-year paid out after the Annual Shareholders’ Meeting in the year following on an annual basis. At the end of the four-year performance period,
performance period, the Supervisory Board defines three strategic the end of the four-year performance period. The payout is limited to the arithmetic mean of the four annual target achievement rates is
targets. Depending on the achievement of these strategic targets 200% of the target amount (cap). calculated. The resulting average target achievement rates for the
over the four-year performance period, the number of PSUs can individual strategic targets are combined according to the defined
­increase or decline. To determine this, the number of provisional weighting to reach a weighted target achievement. The preliminary
PSUs at the end of the four years is multiplied by the weighted target number of PSUs is multiplied by the weighted target achievement in
achievement rate for the three strategic targets. order to determine the final number of PSUs.

For the LTI plan 2020 (performance period 2020–2023) the following
targets as communicated by the BASF corporate strategy (see
BASF Report 2019, page 27) apply:

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Strategic target 1: Grow sales volumes faster than global chemical Strategic target 2: Increase EBITDA before special items by 3% to 5%
production every year per year Strategic target 3: Grow CO2-neutrally until 2030

250% 250% 250%

200% 200% 200%

200% 200% 200%

Target achievement
Target achievement

Target achievement
150% 150% 150%

100% 100% 100%

100% 100% 100%

50% 50% 50%

0% 0% 0%
0% 0% 0%
–2.4% –1.9% –1.4% –0.9% –0.4% 0.1% 0.6% 1.1% 1.6% 2.1% 2.6% 0% 1% 2% 3% 4% 5% 6% 7% 8% 25.9 24.9 23.9 22.9 21.9 20.9 19.9 18.9 17.9
BASF sales growth versus growth in global chemical production Increase in EBITDA before special items Emissions in million metric tons of CO2 equivalents

The target is 100% achieved if BASF grows With an EBITDA before special items increase With emissions of 21.9 million metric tons of CO2
0.1 percentage points faster than global chemical by 4% (i.e., in the middle of the communicated equivalents per year, the target achievement
production (target value). target corridor of 3% to 5%), the target achievement is 100% (target value).
is 100% (target value).

If this target value is undercut by two percentage With emissions of 24.9 million metric tons of CO2
If EBITDA before special items increases by equivalents per year or more, the target achievement
points or more, the target achievement is 0% 7% or more, the target achievement is 200%
(minimum value). is 0 (minimum value).
(maximum value).

With emissions of 18.9 million metric tons of CO2

If the target value is exceeded by two Intermediate values are determined by
equivalents per year or less, the target achievement
percentage points or more, the target achievement linear interpolation.
is 200% (maximum value).
is 200% (maximum value).
The starting point for setting the four-year targets
Intermediate values are determined is the EBITDA before special items in the year before Intermediate values are determined by
by linear interpolation. the start of the four-year performance period. linear interpolation.

The target achievement for the entire performance period The target achievement for the entire performance period The target achievement for the entire performance period
2020–2023 is calculated as the arithmetic mean of the 2020–2023 is calculated as the arithmetic mean of the 2020–2023 is calculated as the arithmetic mean of the
degree of target achievements of each of the four years. degree of target achievements of each of the four years. degree of target achievements of each of the four years.

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Share Ownership Guideline Withholding and clawback clause

For the duration of their mandate, members of the Board of Execu- The withholding and clawback provisions remain unchanged for the
tive Directors are obligated to hold a defined number of shares in the STI and LTI. In the event that a Board member commits a serious
company. The number of shares that must be held for a longer term infringement of the Code of Conduct of BASF Group or of the duty
is determined at the beginning of the Board of Executive Directors of care as a member of the management of the company, this pro-
mandate (for current members of the Board of Executive Directors vision allows for a reduction or cancellation of not yet paid variable
as of January 1, 2020) and generally corresponds to a value repre- compensation as well as the clawback of variable compensation
senting 150% of the member’s annual gross fixed salary on that paid out since January 1, 2018. In the years 2019 and 2020, no use
date. The conversion into a number of shares to be held is carried was made of the possibility to claw back, reduce or cancel the not
out using the average price of the BASF share in the fourth quarter yet paid variable compensation.
of the year prior to the start of the first-time share ownership
­guideline.

The number of shares to be held rises accordingly with any increase

in the amount of fixed salary. The share ownership obligation ends
two years after the end of the mandate of the member of the Board
of Executive Directors (post-mandate share ownership obligation).
When members are first appointed to the Board of Executive Direc-
tors, they have until the end of the fourth calendar year following the
initial appointment to fulfill this share ownership obligation (built-up
phase). The built-up phase also applies for members of the Board of
Executive Directors who were members as of January 1, 2020,
regard­less of when they were first appointed, with the stipulation
that the share ownership obligation be fulfilled by December 31,
2023.

Members of the Board of Executive Directors must acquire the

shares with after-tax net income. It was confirmed to the S
­ upervisory
Board that, taking into account the build-up phase, all members of
the Board of Executive Directors held the required number of BASF
shares or ADRs1 as of December 31, 2020.

1 BASF ADRs (American Depositary Receipts); four BASF ADRs correspond to one BASF share.

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Maximum compensation amount of both variable compensation components is limited. BOP2020

The total compensation is capped in accordance with the recom- The maximum compensation levels based on the current target Long-term, share price-based incentive program (LTI program)
mendation of the German Corporate Governance Code (GCGC). By compensation for members of the Board of Executive Directors are
establishing a maximum amount (cap) for the STI and the LTI, the presented in the following overview: LTI program BASF option program (BOP)
–– The BASF option program was granted for the last time in
2020 and was replaced by the new LTI.
€
–– Absolute performance threshold: BASF share price gains at
Member of the Board Vice chair of the Board Chair of the Board
least 30% compared with the base price for the LTI program
of Executive Directors of Executive Directors of Executive Directors concerned
–– Relative performance threshold: BASF shares outperform the
Target Maximum Target Maximum Target Maximum
­compensation ­compensation ­compensation ­compensation ­compensation ­compensation
MSCI World Chemicals Index and no share price loss
­compared with the base price on the option grant date
Fixed salary 800,000 800,000 1,064,000 1,064,000 1,600,000 1,600,000 –– Share ownership guideline: mandatory individual investment in
Regularly provided fringe benefits 50,000 100,000a 50,000 100,000a 50,000 100,000a BASF shares with a holding obligation of 10% of the actual
performance bonus (gross), plus up to an additional 20% of the
Company pension benefits 500,000 500,000 665,000 665,000 1,000,000 1,000,000 actual performance bonus (gross)
STI amount 1,000,000 2,000,000b 1,330,000 2,660,000b 2,000,000 4,000,000b –– Term: eight years
LTI amount 1,400,000 2,800,000 b
1,862,000 3,724,000 b
2,800,000 5,600,000b –– Exercise first possible: four years after the grant date (vesting
period)
Total compensation 2020 3,750,000 6,200,000c 4,971,000 8,213,000c 7,450,000 12,300,000c
–– Maximum exercise gain (cap): five times the individual
a This amount represents the maximum amount (200% of the target amount) in the fiscal year 2020 for regularly provided fringe benefits. For event-related fringe benefits, an additional maximum amount has been defined:
­investment
€500,000 for a member of the Board of Executive Directors, €533,000 for the vice chair of the Board of Executive Directors and €600,000 for the chair of the Board of Executive Directors. For delegation-related fringe benefits,
a maximum amount for a member of the Board of Executive Directors has been set at €3,000,000.
b Corresponds to 200% of the annual target amount
c From options rights granted in 2020 as a component of the 2019 compensation for the Board of Executive Directors, an additional maximum amount of €1,453,500 for a member of the Board of Executive Directors, €1,933,155
for the vice chair of the Board of Executive Directors and €2,907,000 for the chair of the Board of Executive Directors may be allocated. By resolution of the Supervisory Board, the BASF option program
(BOP) was replaced by the new LTI as of January 1, 2020. The BOP
is based on the STI paid out for the previous year and can therefore
The compensation for the Board of Executive Directors was last scheduled say on pay on the compensation system by the Annual be considered delayed compensation for the preceding fiscal year.
­increased effective January 1, 2017. In the event that the S
­ upervisory Shareholders’ Meeting in 2024, the following maximum compensa- It was therefore offered for the last time in 2020, based on the
Board resolves to adjust the compensation amount prior to the next tion amounts would not be exceeded: ­performance bonus for 2019.

To take part in the program, each participant must prove an i­ndividual

€ investment in BASF shares and hold the shares for this purpose for
Member of the Board Vice chair of the Board Chair of the Board a defined period of time (holding period). The individual investment
of Executive Directors of Executive Directors of Executive Directors
can amount to a maximum of 30% of the participant’s performance
Maximum compensation until next say on
pay on the compensation system 7,500,000a 9,975,000a 15,000,000a
bonus (gross) for the previous year.
by the Annual Shareholders’ Meeting

a This amount contains the maximum amount (200% of the target amount) for regular fringe benefits. For event-related fringe benefits, an additional maximum amount has been defined: €500,000 for a member of the Board of
­Executive Directors, €533,000 for the vice chair of the Board of Executive Directors and €600,000 for the chair of the Board of Executive Directors. For delegation-related fringe benefits, a maximum amount for a member of
the Board of Executive Directors has been set at €3,000,000.

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The members of the Board of Executive Directors are obligated to –– Performance threshold, right B: The cumulative percentage per- Provisions relating to the previous multi-year variable
invest at least 10% of their individual performance bonus (gross) for formance of the BASF share exceeds that of the MSCI World ­compensation components and to the previous pension plan
the previous year in the LTI program each year (share ownership Chemicals Index (outperformance) and the price of the BASF The still-running deferral components from the performance bonus
obligation). This mandatory investment is subject to a holding period share on the exercise date equals at least the base price. The 2018 (2018–2021) and 2019 (2019–2022) will be continued as
of four years. For any further additional voluntary investment of up to value of right B is calculated as the base price of the option multi- planned and paid out in accordance with the terms of the previous
20% of the performance bonus (gross) for the previous year, the plied by twice the outperformance of BASF shares on the exercise program. To assess the strategic performance, the Supervisory
general holding period of two years applies. date. It is limited to the closing price on the date of exercise minus Board will therefore determine a separate strategic performance
the computed nominal value of BASF shares. factor (SPF) for each of the years 2020, 2021 and 2022. This SPF
Four options are granted for each BASF share brought into the LTI will serve exclusively to determine the average SPFs necessary for
program as an individual investment. After a four-year vesting ­period, In total, the maximum exercise gain (cap) is limited to five times the the deferral components of the performance bonus in accordance
there is a four-year exercise period during which the members of the individual investment. with the terms of the program.
Board of Executive Directors can exercise these options if perfor- For more information on the LTI program, see page 149 and page 310
mance thresholds are met. During the exercise period, the exercising The option rights granted under the previous BASF option program
of options is prohibited during certain periods (closed periods). Each (BOP) and not yet exercised can continue to be exercised in accor-
member of the Board of Executive Directors can individually decide dance with the specified terms of the BOP for the Board of Executive
on the timing and extent of the exercising of options. Once the Directors. Members of the Board of Executive Directors had the
­options are exercised, the computed value of the options is paid out opportunity to participate for the last time in the BASF option pro-
in cash (cash settlement). gram as of July 1, 2020, based on their performance bonus (gross)
for the year 2019. The existing applicable minimum investment of
Each option consists of right A (absolute performance threshold) 10% and the additional voluntary investment of up to 20% of the
and right B (relative performance threshold), whose value is deter- performance bonus (gross) for the previous year remain in effect
mined by different performance targets. unchanged. The option rights hereby granted are a component of
the compensation for the Board of Executive Directors for the fiscal
At least one of the two conditions must be met in order for the year 2019 and were granted in accordance with the previous pro-
­option to be exercised: gram’s terms as of July 1, 2020. Owing to the maximum program
–– Performance threshold, right  A: BASF share price increases at duration of eight years, exercise gains from the option program may
least 30% compared with the base price on the option grant date be allocated to members of the Board of Executive Directors up
for the LTI program concerned. The value of right A is calculated until June 30, 2028, at the latest.
as the difference between the market price of BASF shares on the
exercise date and the base price on the option grant date. It is The pension entitlements acquired until December 31, 2019, under
limited to 100% of the base price (cap). The base price for an LTI the previous pension benefits are maintained as vested rights and
program is the volume-weighted average share price in Deutsche upon retirement, disability or death can be accessed by the member
Börse AG’s electronic trading system (Xetra) on the first trading of the Board of Executive Directors or by the surviving dependents
day after the Annual Shareholders’ Meeting of BASF  SE in the as a company pension or retirement capital in accordance with the
year in which the LTI program is granted. The base price for the previous rules.
LTI program granted in 2020 was €51.26 (2019: €68.21).

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Targets and determination of target achievement for the At the same time, the Board of Executive Directors demonstratively –– Synergies from acquisitions and joint ventures were above the
variable compensation components 2020 took on social responsibility by, for example, producing and donat- target level.
ing disinfectant for clinics and doctors’ offices and by procuring
Performance bonus (short-term incentive, STI) 2020 masks. The Supervisory Board wants to expressly recognize these Based on the defined parameters, the performance bonus for a full-
The STI is based on an annual target agreement between the achievements. Moreover, efforts to advance BASF’s strategic further year member of the Board of Executive Directors is calculated as
­Supervisory Board and the Board of Executive Directors as well as development were unabated. Finally, the operational and strategic shown below. In light of the exceptional circumstances and the
on the return on capital employed (ROCE). These targets are in line targets were largely achieved. Despite the decline in earnings, based achievements of the Board of Executive Directors in 2020, the
with the outlook for 2020 published in the forecast. The amount of on the target agreement, the performance factor amounts to 0.95: ­Supervisory Board considers this bonus to be appropriate and fair.
the STI is calculated by multiplying the target amount by the perfor- –– The EBIT target was clearly missed. The Supervisory Board did not make use of the possibility, in very
mance factor derived from the target achievement and by the ROCE –– The free cash flow target was not reached. exceptional cases (such as a severe economic crisis), to temporarily
factor. If the ROCE is below the threshold of 4%, the compensation –– The targets from the Excellence Program were exceeded. deviate from the components of the compensation system for the
system stipulates that the Supervisory Board determines the ROCE –– A further improvement in customer and employee satisfaction Board of Executive Directors.
factor by special resolution, either as zero or a value larger than zero. was achieved.
If the ROCE factor is zero, the STI would also be zero, regardless of –– Sales of products that make a substantial contribution to sustain-
the achievement of the agreed operational and strategic targets. ability (Accelerators) increased.
–– The target for investments in growth focus areas was met.
In the year 2020, BASF Group’s ROCE was 1.7% and thus below
the target of earning a premium on the cost of capital as well as
below the threshold for the ROCE. The main reasons for this were Target amount
ROCE factor Performance factor STI payout
the slowdown in business – particularly in the second quarter – and performance bonus,
2020: 2020: (gross):
the negative impact on earnings resulting from impairments to fixed STI 2020:

assets.
€1,000,000 0.3 0.95 €285,000

As required by the compensation system, the Supervisory Board

determined an ROCE factor of 0.3 by special resolution. This corre-
sponds to the value that would be achieved with an ROCE of 4%
and equates to half the level of 2019. The following factors were
relevant in this decision:

The economic conditions in 2020 developed in an unforeseeable

and exceptional way due to the coronavirus pandemic. The Board
of Executive Directors reacted quickly, energetically and effectively,
ensured the protection of employees and steered BASF well through
this difficult phase with a focus on costs and liquidity.

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LTI target achievement for the performance year 2020 The degrees of target achievement determined for 2020 are fixed. At
The rates of target achievement for the first year of the four-year the end of the four-year performance period, they are added
performance period 2020–2023 of the 2020 LTI program were as ­together to one arithmetic mean with the degrees of target achieve-
follows: ment in the following years.

SPF2020 for the deferral components from the performance

Strategic targets for the LTI 2020 (2020–2023) bonus programs 2018 and 2019
The still-running deferral components from the performance bonus
Target 2018 (2018–2021) and 2019 (2019–2022) will be continued as
Target/ ­achievement
­benchmark 2020 Actual 2020 in % planned in accordance with the terms of the previous program and
Grow sales volumes faster than global chemical production every year (in %) –0.4 –0.5 90a
will be paid out. To assess the strategic performance, the Super­
visory Board will therefore determine a separate strategic perfor-
Increase EBITDA before special items by 3% to 5% per year (in %) 4.0 –9.5 b
0
mance factor (SPF) for each of the years 2020, 2021 and 2022. For
CO2-neutral growth, i.e., emissions no greater than 21.9 million metric tons (in million metric tons of
CO2 ­equivalents CO2 equivalents)
21.9 20.8 137 the performance bonus 2018 (2018–2021) as well as the perfor-
mance bonus 2019 (2019–2022), the Supervisory Board determined
Weighted target achievement (in %) 76
an SPF2020 of 1.0.
a In 2020, BASF’s sales volumes (–0.5%) declined at a faster rate than global chemical production (–0.4% as of February 15, 2021). The target would have been 100% achieved if BASF’s sales volumes had declined by
0.1 percentage points less than global chemical production.
b Based on the original baseline value for EBITDA before special items of €8,217 million for 2019

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Comparison of the previous and new compensation systems pensation (performance bonus, part 2). The defined annual target Amount of total compensation in reporting year 2020
for the Board of Executive Directors amounts for the pension contribution and for the new LTI also The tables below, which are based on the sample tables in the
­increase transparency. This new system did not result in an i­ncrease German Corporate Governance Code in the version dated
The new compensation system for the Board of Executive Directors compared with the average total target compensation for 2017– February  7, 2017 (GCGC 2017), show the granted and allocated
reduces complexity by discontinuing one component of the com- 2019. compensation as well as service cost of each member of the Board
of Executive Directors.

Compensation system for the Board of Executive Directors New compensation system for the Board of Executive Compensation granted in accordance with the German
­until the end of 2019 ­Directors as of 2020
­Corporate Governance Code (GCGC 2017)
Annual variable compensation Performance bonus Performance bonus, short-term incentive (STI)
–– The key performance indicator for the company’s success is the –– The key performance indicator for the company’s success is The table “Compensation granted in accordance with the German
return on capital employed (ROCE). the return on capital employed (ROCE). Corporate Governance Code (GCGC) 2017” shows: fixed salary,
–– Relevant performance factors are the operational performance –– A performance factor is assigned based on the assessment
­factor (OPF) for the current fiscal year and the strategic of the achievement of operational and strategic targets in the fringe benefits, performance bonus, LTI programs measured at fair
­performance factors (SPF) for the current and the following three past fiscal year. value as of the grant date and/or the target value and pension bene­
fiscal years. –– The actual STI amount is paid out following the Annual
–– 50% paid out at the end of the current fiscal year and 50% ­after Shareholders’ Meeting subsequent to the current fiscal year. fits. The individual compensation components are supplemented by
the end of the four-year performance period individually attainable minimum and maximum compensation.
Long-term incentive program (LTI) –– Long-term, share price-based incentive program –– Long-term compensation program in the form of a
–– Performance period of up to eight years ­ erformance share plan
p
–– Mandatory individual investment of 10% of the performance bonus –– The new LTI plan incentivizes the achievement of strategic
Furthermore, a reconciliation statement for total compensation to be
(gross); up to an additional 20% of the performance bonus (gross) goals and takes into consideration the development of the reported is provided below the table “Compensation granted in
can be invested on a voluntary basis BASF share and dividend (total shareholder return) over a
­period of four years. accor­dance with the German Corporate Governance Code (GCGC)
–– New, longer-term mandatory share ownership guideline as a 2017” due to the disclosures required by section 314(1) no. 6a of
component of service contracts for members of the Board of
Executive Directors stipulating a shareholding worth 150% of the German Commercial Code (HGB) in connection with the ­German
the member’s fixed compensation Accounting Standard 17 (GAS 17).
Company pension benefits –– The variable component of the pension unit is the result of –– The previous company pension benefits granted to members
­multiplying the fixed pension component with a performance factor of the Board of Executive Directors (Board Performance
based on the relevant ROCE in the reporting year concerned, as ­Pension, deferred compensation program and basic
well as the performance factors relevant to the performance bonus. ­coverage under BASF Pensionskasse) are discontinued as of
–– The pensionable age for Board members (Board Performance January 1, 2020.
­Pension) was raised from 60 to 63 years for new members –– Effective January 1, 2020, the company offers members of
­appointed to the Board of Executive Directors after January 1, the Board of Executive Directors a defined contribution
2017. ­pension commitment in the form of a capital investment
–– Option to choose between payment of pension entitlements in the model.
form of a lifelong pension or a lump sum –– The company grants the members of the Board of Executive
Directors a fixed annual pension plan contribution.
–– A members of the Board of Executive Directors has the
­option to instead choose a pension allowance for private
­retirement savings, which is then paid out in equal monthly
installments.

Withholding and clawback clause –– Withholding and clawback clause for the performance bonus and –– No change, withholding and clawback clause applies for the
the LTI program performance bonus (STI) and the LTI program

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Compensation granted in accordance with the German Corporate Governance Code (GCGC 2017)
Thousand €
Dr. Martin Brudermüller Dr. Hans-Ulrich Engel Saori Dubourg
Chairman of the Board of Executive Directors Vice Chairman of the Board of Executive Directors

2020 2020 2020 2020 2020 2020

2019 2020 (min.) (max.) 2019 2020 (min.) (max.) 2019 2020 (min.) (max.)
Fixed salary 1,600 1,600 1,600 1,600 1,064 1,064 1,064 1,064 800 800 800 800
Fringe benefits 60 56 56 700 69 62 62 633 356 494 494 600
Regularly provided fringe benefits 60 56 56 100 69 62 62 100 59 62 62 100
Event-related fringe benefits – – – 600 – – – 533 297 432 432 500
Delegation-related fringe benefitsa – – – – – – – – – – – –
Total 1,660 1,656 1,656 2,300 1,133 1,126 1,126 1,697 1,156 1,294 1,294 1,400
One-year variable compensation 1,600 2,000 0 4,000 1,064 1,330 0 2,660 800 1,000 0 2,000
50% of the 2019 performance bonus (2019–2022) 1,600 – – – 1,064 – – – 800 – – –
Short-term incentive 2020 – 2,000 0 4,000 – 1,330 0 2,660 – 1,000 0 2,000
Multiple-year variable compensation 2,346 3,348 0 8,507 1,577 2,226 0 5,657 1,001 1,674 0 4,254
50% of the 2019 performance bonus (2019–2022), deferral component 1,600 – – – 1,064 – – – 800 – – –
LTI program 2019 (2019–2027) 746 – – – 513 – – – 201 – – –
LTI program 2020 (2020–2028)b – 548 0 2,907 – 364 0 1,933 – 274 0 1,454
LTI performance share plan 2020 (2020–2023) – 2,800 0 5,600 – 1,862 0 3,724 – 1,400 0 2,800
Total 5,606 7,004 1,656 14,807 3,774 4,682 1,126 10,014 2,957 3,968 1,294 7,654
Company pension benefits 573 1,000 1,000 1,000 366 665 665 665 704 500 500 500
Service cost 573 – – – 366 – – – 704 – – –
Pension contribution / pension allowance – 1,000 1,000 1,000 – 665 665 665 – 500 500 500
Total compensation in accordance with GCGC 2017 6,179 8,004 2,656 15,807 4,140 5,347 1,791 10,679 3,661 4,468 1,794 8,154

Reconciliation reporting of total compensation pursuant to section 314(1) no. 6a HGB

in connection with GAS 17
Less granted 2019 performance bonus (2019–2022), (one-year component and deferral components) –3,200 – –2,128 – –1,600 –
Less granted short-term incentive 2020 – –2,000 – –1,330 – –1,000
Less difference between target amount and market value at grant date for
– –69 – –46 – –34
LTI performance share plan 2020 (2020–2023)
Less voluntary relinquishment of salary (20% of fixed salary) in second quarter of 2020 – –80 – –53 – –40
Plus allocated actual annual variable compensation (performance bonus, part 1) 969 – 644 – 485 –
Plus allocated actual annual variable compensation (short-term incentive 2020) – 570 – 379 – 285
Plus allocated multiple-year variable actual compensation LTI 2012 (2012–2020) – – – – – –
Less service cost –573 – –366 – –704 –
Less pension contribution / pension allowance – –1,000 – –665 – –500
Total compensation 3,375 5,425 2,290 3,632 1,842 3,179
a Figures only reported under 2020 (min.) / 2020 (max.) if delegation-relation fringe benefits were granted in the year 2020.
b Members of the Board of Executive Directors had the opportunity to participate for the last time in the BASF option program as of July 1, 2020, based on their performance bonus (gross) for the year 2019. The option rights granted are a component of the compensation for the Board of Executive Directors for the fiscal year 2019.
c Payment was made partly in local currency abroad based on a theoretical net salary in Germany.
d Wayne T. Smith opted for the pension allowance for private retirement savings.

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Compensation Report

Compensation granted in accordance with the German Corporate Governance Code (GCGC 2017)
Thousand €
Michael Heinz Dr. Markus Kamieth Wayne T. Smith

2020 2020 2020 2020 2020 2020

2019 2020 (min.) (max.) 2019 2020 (min.) (max.) 2019 2020 (min.) (max.)
Fixed salary 800 800 800 800 800 800c 800c 800c 800c 800c 800c 800c
Fringe benefits 36 40 40 600 46 593 593 3,600 340 323 323 3,600
Regularly provided fringe benefits 36 40 40 100 46 36 36 100 28 19 19 100
Event-related fringe benefits – – – 500 – – – 500 – – – 500
Delegation-related fringe benefitsa – – – – – 557 557 3,000 312 304 304 3,000
Total 836 840 840 1,400 846 1,393 1,393 4,400 1,140 1,123 1,123 4,400
One-year variable compensation 800 1,000 0 2,000 800 1,000 0 2,000 800 1,000 0 2,000
50% of the 2019 performance bonus (2019–2022) 800 – – – 800 – – – 800 – – –
Short-term incentive 2020 – 1,000 0 2,000 – 1,000 0 2,000 – 1,000 0 2,000
Multiple-year variable compensation 1,221 1,674 0 4,254 1,221 1,674 0 4,254 1,312 1,736 0 4,254
50% of the 2019 performance bonus (2019–2022), deferral component 800 – – – 800 – – – 800 – – –
LTI program 2019 (2019–2027) 421 – – – 421 – – – 512 – – –
LTI program 2020 (2020–2028)b – 274 0 1,454 – 274 0 1,454 – 336 0 1,454
LTI performance share plan 2020 (2020–2023) – 1,400 0 2,800 – 1,400 0 2,800 – 1,400 0 2,800
Total 2,857 3,514 840 7,654 2,867 4,067 1,393 10,654 3,252 3,859 1,123 10,654
Company pension benefits 387 500 500 500 699 500 500 500 491 500 500 500
Service cost 387 – – – 699 – – – 491 – – –
Pension contribution / pension allowance – 500 500 500 – 500 500 500 – 500d 500d 500d
Total compensation in accordance with GCGC 2017 3,244 4,014 1,340 8,154 3,566 4,567 1,893 11,154 3,743 4,359 1,623 11,154

Reconciliation reporting of total compensation pursuant to section 314(1) no. 6a HGB

in connection with GAS 17
Less granted 2019 performance bonus (2019–2022), (one-year component and deferral components) –1,600 – –1,600 – –1,600 –
Less granted short-term incentive 2020 – –1,000 – –1,000 – –1,000
Less difference between target amount and market value at grant date for
– –34 – –34 – –34
LTI performance share plan 2020 (2020–2023)
Less voluntary relinquishment of salary (20% of fixed salary) in second quarter of 2020 – –40 – –40 – –40
Plus allocated actual annual variable compensation (performance bonus, part 1) 485 – 485 – 485 –
Plus allocated actual annual variable compensation (short-term incentive 2020) – 285 – 285 – 285
Plus allocated multiple-year variable actual compensation LTI 2012 (2012–2020) – – – – – 431
Less service cost –387 – –699 – –491 –
Less pension contribution / pension allowance – –500 – –500 – –500
Total compensation 1,742 2,725 1,752 3,278 2,137 3,501
a Figures only reported under 2020 (min.) / 2020 (max.) if delegation-relation fringe benefits were granted in the year 2020.
b Members of the Board of Executive Directors had the opportunity to participate for the last time in the BASF option program as of July 1, 2020, based on their performance bonus (gross) for the year 2019. The option rights granted are a component of the compensation for the Board of Executive Directors for the fiscal year 2019.
c Payment was made partly in local currency abroad based on a theoretical net salary in Germany.
d Wayne T. Smith opted for the pension allowance for private retirement savings.

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Compensation Report

Compensation allocated in accordance with the German Corporate Governance Code (GCGC 2017)

The “Compensation allocated in accordance with the German Corporate Governance Code (GCGC) 2017” presented comprises the fixed and variable compensation components actually allocated, plus the
pension benefits granted to each member of the Board of Executive Directors in the reporting years (2020: pension contribution; 2019: service cost for previous pension plan) even though these do not actually
represent payment in the narrower sense.

Allocation in accordance with GCGC 2017

Thousand €
Dr. Martin Brudermüller Dr. Hans-Ulrich Engel Saori Dubourg Michael Heinz Dr. Markus Kamieth Wayne T. Smith
Chairman of the Board Vice Chairman of the Board
of ­Executive Directors of Executive Directors

2019 2020 2019 2020 2019 2020 2019 2020 2019 2020 2019 2020

Fixed salary a
1,600 1,520 1,064 1,011 800 760 800 760 800 760d 800d 760d
Fringe benefits 60 56 69 62 356 494 36 40 46 593 340 323
Regularly provided fringe benefits 60 56 69 62 59 62 36 40 46 36 28 19
Event-related fringe benefits – – – – 297 432 – – – – – –
Delegation-related fringe benefits – – – – – – – – – 557 312 304
Total 1,660 1,576 1,133 1,073 1,156 1,254 836 800 846 1,353 1,140 1,083
One-year variable compensation 969 570 644 379 485 285 485 285 485 285 485 285
Performance bonus 2019 (2019–2022), part 1b 969 – 644 – 485 – 485 – 485 – 485 –
Short-term incentive 2020c – 570 – 379 – 285 – 285 – 285 – 285
Multiple-year variable compensation – – – – – – – – – – – 431
LTI 2011 (2011–2019) – – – – – – – – – – – –
LTI 2012 (2012–2020) – – – – – – – – – – – 431e
LTI 2013 (2013–2021) – – – – – – – – – – – –
LTI 2014 (2014–2022) – – – – – – – – – – – –
LTI 2015 (2015–2023) – – – – – – – – – – – –
LTI 2016 (2016–2024) – – – – – – – – – – – –
Total 2,629 2,146 1,777 1,452 1,641 1,539 1,321 1,085 1,331 1,638 1,625 1,799
Company pension benefits 573 1,000 366 665 704 500 387 500 699 500 491 500
Service cost 573 – 366 – 704 – 387 – 699 – 491 –
Pension contribution / pension allowance – 1,000 – 665 – 500 – 500 – 500 – 500f
Total compensation in accordance with GCGC 2017 3,202 3,146 2,143 2,117 2,345 2,039 1,708 1,585 2,030 2,138 2,116 2,299

a The members of the Board of Executive Directors each voluntarily relinquished 20% of their fixed annual salary for the period from April 1 until June 30, 2020.
b The basis for the performance bonus, part 1, is the ROCE factor and the average of the operating performance factor (OPF) and the strategic performance factor (SPF) in the year the performance bonus was granted. This includes contributions made to the deferred compensation program.
50% of the actual performance bonus is paid out; the remaining 50% of the actual performance bonus is not paid out for another three years (deferral component).
c The basis for the short-term incentive (STI) is the ROCE factor and the performance factor in year the STI is granted. 100% of the actual STI is paid out.
d Payment was made partly in local currency abroad based on a theoretical net salary in Germany.
e In 2020, at the end of the regular term of the LTI program 2012, exercise gains that were realized in 2017 were allocated to Wayne T. Smith in accordance with the special conditions of the U.S. LTI program.
f Wayne T. Smith opted for the pension allowance for private retirement savings.

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Compensation Report

The members of the Board of Executive Directors each voluntarily In 2020, members of the Board of Executive Directors were for the The outstanding option rights held by the members of the Board of
relinquished 20% of their fixed salary for the period from April 1, first time granted Performance Share Units (PSUs) under the new Executive Directors resulted in the following expenses in 2020: Dr.
2020, until June 30, 2020. LTI program. The following table shows the number of PSUs granted Martin Brudermüller: expense of €266 thousand (2019: expense of
as of January 1. €464 thousand); Dr. Hans-Ulrich Engel: expense of €152 thousand
The table below shows the options granted to the Board of Execu- (2019: expense of €339  thousand); Saori Dubourg: expense of
tive Directors on July 1 of both reporting years. Option rights under Number of performance share units (PSUs) granted €136  thousand (2019: expense of €66  thousand); Michael Heinz:
the BASF option program were granted for the last time in 2020. expense of €172  thousand (2019: expense of €334  thousand);
2020 2019 Dr. Markus Kamieth: expense of €203 thousand (2019: expense of
Number of option rights granted Dr. Martin Brudermüller 41,268 – €124 thousand); and Wayne T. Smith: expense of €914 thousand
Saori Dubourg 20,634 – (2019: expense of €298 thousand).
2020 2019
Dr. Hans-Ulrich Engel 27,443 –
Dr. Martin Brudermüller 45,368 44,024 In 2020, the performance share units granted as part of the new LTI
Michael Heinz 20,634 –
Saori Dubourg 22,684 11,880 resulted in an expense. This expense refers to the total of all perfor-
Dr. Markus Kamieth 20,634 – mance share units from the LTI program 2020 and is calculated as
Dr. Hans-Ulrich Engel 30,168 30,268
Wayne T. Smith 20,634 – the difference in the fair value of the performance share units on
Michael Heinz 22,684 24,880
Total 151,247 – December 31, 2020, compared with the fair value on December 31,
Dr. Markus Kamieth 22,684 24,880 2019. The fair value of the performance share units is based ­primarily
Wayne T. Smith 22,684 24,880 on the expected development of the BASF share price and the divi-
Total 166,272 160,812a Accounting valuation of multiple-year variable dend as well as assumptions relating to the expected weighted
­compensation (LTI programs) level of target achievement for the three strategic targets in the four-
a In the 2019 fiscal year, 24,880 option rights were granted to Sanjeev Gandhi, who left the Board of Executive
Directors as of December 31, 2019. year performance period.
In 2020, the option rights granted resulted in an expense. This
­expense refers to the total of all option rights from the LTI programs The expenses reported below are purely accounting figures that do
2012 to 2020 and is calculated as the difference in the fair value of not equate with the actual inflows from the LTI at the end of the
the option rights on December  31, 2020, compared with the fair four-year performance.
value on December  31, 2019, considering the option rights exer-
cised and granted in 2020. The fair value of the option rights is The performance share units granted to the members of the Board
based primarily on the development of the BASF share price of Executive Directors resulted in the following expenses in 2020
and its relative performance compared with the benchmark index, (2019: not applicable): Dr.  Martin Brudermüller: expense of
the MSCI World Chemicals Index. €642 thousand; Dr. Hans-Ulrich Engel: expense of €427 thousand;
Saori Dubourg: expense of €321 thousand; Michael Heinz: expense
The expenses reported below are purely accounting figures that do of €321 thousand; Dr. Markus Kamieth: expense of €321 thousand;
not equate with the actual gains should options be exercised. Each Wayne T. Smith: expense of €909 thousand.
member of the Board of Executive Directors may decide individually For more information on the LTI program, see page 149 and from page 310 onward
on the timing and scope of the exercise of options of the LTI pro-
grams, while taking into account the terms and conditions of the
program.

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Compensation Report

Company pension benefits Present value of the defined benefit obligation appropriate, also the expected total compensation for the current
Thousand € fiscal year.
The values for the company pension benefits granted to the mem- 2020 2019

bers of the Board of Executive Directors in 2020 are shown individ- Dr. Martin Brudermüller 19,490 18,171 The following applies to end of service due to a change-of-control
ually in the tables “Compensation granted in accordance with Saori Dubourg 6,611 6,983 event: A change-of-control event, in terms of this provision, occurs
GCGC 2017” and “Compensation allocated in accordance with when a shareholder informs BASF of a shareholding of at least 25%,
Dr. Hans-Ulrich Engel 16,219 14,081
GCGC 2017.” Effective January 1, 2020, the company offers mem- or the increase of such a holding.
Michael Heinz 16,253 15,201
bers of the Board of Executive Directors a defined contribution
pension commitment in the form of a capital investment model. The Dr. Markus Kamieth 7,100 5,797 If a Board member’s appointment is revoked within one year follow-
company grants the members of the Board of Executive Directors a Wayne T. Smith 6,417 6,251 ing a change-of-control event, the Board member will receive the
fixed ­annual pension plan contribution. The pension entitlements Total 72,090 66,484a contractually agreed payments for the remaining contractual term of
acquired until December 31, 2019, under the previous company mandate as a one-off payment; however, this amount also may not
a In the 2019 fiscal year, the present value of the defined benefit obligation for the pension entitlements
pension system are maintained as vested rights and upon retire- accrued until the end of 2019 by Sanjeev Gandhi, who left the Board of Executive Directors as of Decem- exceed the value of two years’ compensation. The outstanding
ber 31, 2019, amounted to €4,824 thousand.
ment, disability or death can be accessed by the member of the pension contributions until the end of the regular contractual term of
Board of Executive Directors or by the surviving dependents as a office shall be paid as a one-time gross payment.
company pension or retirement capital in accordance with the pre- End-of-service benefits
vious rules. Former members of the Board of Executive Directors
In the event that a member of the Board of Executive Directors
The present value of pension benefits (defined benefit obligation) is ­appointed before 2017 retires from employment before the age of Total compensation for previous Board members and their surviving
an accounting figure for the entitlements that the Board members 60,  either because their appointment was not extended or was dependents amounted to €12.5  million in 2020 (2019: €11.5  mil-
have accumulated in their years of service at BASF. The table below ­revoked for an important reason, they are entitled to pension bene- lion). This figure also contains payments that previous Board mem-
shows the defined benefit obligations for the pension entitlements fits under the system in effect until 2019 if they have served on the bers have themselves financed through the deferred compensation
accrued until the end of 2020 (as of December 31 in each case). Board for at least 10 years or if the period until they reach legal program, as well as the income for 2020 relating to option rights that
­retirement age is less than 10 years. The company is entitled to previous members of the Board still hold from the time of their active
offset compensation received for any other employment against
­ service period. Moreover, this figure contains non-compete com-
pension benefits until the legal retirement age is reached. pensation paid to a former member of the Board of Executive Direc-
tors. The increase in total compensation resulted from two opposing
This rule no longer applies for any member who was appointed to effects: On the one hand, the fair value measurement of option
the Board of Executive Directors after January 1, 2017. rights resulted in income of €0.7 million overall in 2020, mainly due
to the higher accounting valuation of the option rights due to the
There is a general limit on severance pay (severance payment cap) increased share price (2019: expense of €0.6 million). On the other
for all Board members. Accordingly, payments made to a Board hand, the inclusion of the non-compete compensation led to an
member upon premature termination of their contract, without seri- expense of €2.0 million in 2020.
ous cause, may not exceed the value of two years’ compensation,
including fringe benefits, nor compensate more than the remaining Option rights that have not yet been exercised on retirement are to
term of the contract. The severance payment cap is to be calculated be continued under the conditions of the program including the
on the basis of the total compensation for the past fiscal year and, if

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Compensation Report

­ ssociated holding period to emphasize that the compensation for

a The disclosure of compensation of the Supervisory Board is based account. For members of the Audit Committee, the further com­
the Board of Executive Directors is geared to sustainability. on the German Commercial Code and is aligned with the recom- pensation shall be €50,000. The chair of a committee shall receive
mendations of the German Corporate Governance Code in the twice and a vice chair 1.5 times the further fixed c
­ ompensation.
Total compensation of former members of the Board of Executive version dated February 7, 2017.
­Directors and their surviving dependents
Million € The compensation of the Supervisory Board is regulated by the
2020 2019
Statutes of BASF SE passed by the Annual Shareholders’ Meeting.
Retirement and surviving dependents’ pensions 11.2 10.9

Income/expense from the fair value measurement of

–0.7 0.6 Since 2017, the compensation of the Supervisory Board has been
option rights
purely fixed compensation, supplemented by share acquisition and
Non-compete compensationa 2.0 – shareholding components. The obligation to purchase and hold
Total 12.5 11.5 shares is a variable compensation component with a long-term
a Sanjeev Gandhi stepped down from the Board of Executive Directors effective the end of December 31,
orientation which emphasizes the Supervisory Board’s strategic
­
2019. Based on the termination agreement, non-compete compensation was agreed for a two-year,
post-contractual non-compete obligation.
support role.

Pension provisions for previous Board members and their surviving Amount of Supervisory Board compensation
dependents amounted to €209.0 million (2019: €198.2 million). Each member of the Supervisory Board shall receive annually a fixed
compensation of €200,000. In recognition of the increased demands
Compensation of Supervisory Board members on the chair, the compensation of the Supervisory Board of BASF
follows the GCGC recommendation of function-related differentia-
Compensation of Supervisory Board members tion of the compensation of the chair, vice chair and members. The
amount for the chair of the Supervisory Board is 2.5 times this value,
–– Fixed salary: €200,000a
and 1.5 times this value for the vice chair compared with the com-
–– Share purchase and share holding component:
25% of the fixed compensation must be used to purchase pensation of a member of the Supervisory Board. The members of
shares in BASF; these shares must be held for the duration the Supervisory Board each voluntarily relinquished 20% of their
of membership on the Supervisory Board. fixed compensation for the period from April 1, 2020, until Decem-
–– Compensation for committee memberships: €12,500b; ber 31, 2020.
Audit Committee: €50,000b
–– No additional compensation is paid for the Nomination
Committee. Amount of compensation for serving on a committee
–– Voluntary relinquishment of 20% of fixed compensation as Members of the Supervisory Board who are members of a commit-
of the second quarter of 2020. tee, except for the Nomination Committee, receive an additional
annual fixed compensation of €12,500. This also follows the GCGC
a The amount for the chair of the Supervisory Board is 2.5 times this value, and 1.5 times this value for the
vice chair compared with the compensation of a member of the Supervisory Board. recommendation that the increased workload of Supervisory Board
b The amount for the chair of a committee is two times this value, and 1.5 times this value for the vice
chair. members serving on committees should be appropriately taken into

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Compensation Report

Compensation of the Supervisory Board of BASF SE Share purchase and shareholding obligation for members of
Thousand € the Supervisory Board
Compensation for Each member of the Supervisory Board is required to use 25% of
Fixed salary ­committee memberships Total compensation
their fixed compensation to acquire shares in BASF SE, and to hold
2020 2019 2020 2019 2020 2019
these shares for the duration of membership on the Supervisory
Dr. Jürgen Hambrecht, chair until June 18, 2020 a, b
225.0 500.0 25.0 50.0 250.0 550.0 Board. This does not apply to the amount of compensation that the
Dr. Kurt Bock, chair since June 18, 2020c, d 233.3 – 29.2 – 262.5 – member of the Supervisory Board transfers to a third party on a pro
Michael Diekmann, vice chair until May 3, 2019 e
– 125.0 – 13.0 – 138.0 rata basis as a result of an obligation entered into before their
­appointment to the Supervisory Board. In this case, the utilization
Franz Fehrenbach, vice chair since May 3, 2019 f, g
255.0 266.7 33.3 66.6 288.3 333.3
and holding obligation applies to 25% of the remaining compensa-
Sinischa Horvat, vice chairh 255.0 300.0 25.0 25.0 280.0 325.0
tion after deducting the amount transferred.
Prof. Dr. Thomas Carell, Supervisory Board member since May 3, 2019 170.0 133.3 – – 170.0 133.3

Dame Alison Carnwath DBEi 170.0 200.0 112.5 112.5 282.5 312.5 The company reimburses members of the Supervisory Board for
Prof. Dr. François Diederich, Supervisory Board member until May 3, 2019 – 83.3 – – – 83.3 out-of-pocket expenses and value-added tax to be paid with regard
Tatjana Dietherj 170.0 200.0 50.0 50.0 220.0 250.0
to their activities as members of the Supervisory Board or of a com-
mittee. The directors’ and officers’ liability insurance (D&O insurance)
Waldemar Helberk 170.0 200.0 12.5 12.5 182.5 212.5
concluded by the company covers the duties performed by the
Dr. Alexander C. Karp, Supervisory Board member from May 3, 2019,
until July 22, 2020
103.3 133.3 – – 103.3 133.3 members of the Supervisory Board. This policy provides for the
level of deductibles for the Supervisory Board as recommended in
Anke Schäferkordtl 170.0 200.0 41.7 – 211.7 200.0
section 3.8(3) of the German Corporate Governance Code (GCGC).
Denise Schellemans 170.0 200.0 – – 170.0 200.0
Total compensation of the Supervisory Board in 2020 was around
Liming Chen, Supervisory Board member since October 8, 2020 40.0 – – – 40.0 – €2.9  million (2019: around €3.3  million). The compensation of the
Roland Strasser 170.0 200.0 – – 170.0 200.0 individual Supervisory Board members is listed in the table on the
Michael Vassiliadish, j 170.0 200.0 75.0 75.0 245.0 275.0 left.
Total 2,471.6 2,941.6 404.2 404.6 2,875.8 3,346.2
Compensation for membership on the Supervisory Board and its
a Chair of the Personnel Committee until June 18, 2020
b Chair of the Strategy Committee until June 18, 2020 committees, provided it is not withheld for the purpose of acquiring
c Chair of the Personnel Committee since June 18, 2020
d Chair of the Strategy Committee since June 18, 2020 shares, is due after the conclusion of the fiscal year for which the
e Member of the Personnel Committee and vice chair of the Strategy Committee until May 3, 2019
f Member of the Personnel and Strategy Committees since May 3, 2019 compensation is paid. Beyond the compensation in accordance
g Member of the Audit Committee until February 29, 2020
h Member of the Personnel and Strategy Committees with the Statutes presented in the table “Compensation of the
i Chair of the Audit Committee and member of the Strategy Committee
j Member of the Audit Committee ­Supervisory Board of BASF SE,” no Supervisory Board members
k Member of the Strategy Committee
l Member of the Audit Committee since March 1, 2020 received any compensation in 2020 for services rendered p ­ ersonally,
in particular, the rendering of advisory and agency services.
For more information on share ownership by members of the Supervisory Board, see page 175

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Report of the Supervisory Board

Report of the Board of Executive Directors led BASF through this difficult phase with strength,
­prudence and foresightedness.
Supervisory Board The Supervisory Board expressly supports this approach and would like to thank the
Board of Executive Directors and all employees worldwide for their extraordinary
dedication and hard work in the 2020 business year.

This year, we as the Supervisory Board will again not have any opportunity to meet
directly with you – our shareholders. We deeply regret this, because a physical ­Annual
Shareholders’ Meeting is the ideal place to discuss the development of your BASF
with you. This report should give you the opportunity to appraise the Supervisory
Board’s work. We hope to be able to again meet and talk with you directly as soon as
possible.

Monitoring and consultation in an ongoing dialog with the Board of

­Executive Directors

In 2020, the Supervisory Board of BASF SE exercised its duties as required by law and
the Statutes with the utmost care. It regularly monitored the management of the Board
of Executive Directors and provided advice on the company’s strategic development
and important individual measures, about which the Supervisory Board was regularly
and thoroughly informed by the Board of Executive Directors. This occurred both
during and outside of the meetings of the Supervisory Board and its committees in the
form of written and oral reports on, for example, all of the major financial key
­performance indicators (KPIs) of the BASF Group and its segments, the economic
The 2020 business year was dominated by a turn of events that few had foreseen at situation in the main sales and procurement markets, and on deviations in business
the beginning of the year: the coronavirus pandemic. The pandemic had a significant developments from original plans. Furthermore, the Supervisory Board tackled
impact on BASF’s business and its activities. In particular, the dramatic downturn in ­fundamental questions of corporate planning, including financial, investment, sales
the second quarter left a clear mark on the BASF Group’s earnings. The operating volumes and personnel planning, as well as measures for designing the future of
­result declined significantly. The bottom line – income after taxes – was negative for ­research and development. It regularly discussed occupational and process s­ afety,
the first time in many years due to special items. In this situation, the Supervisory with a particular focus on the measures resulting from the coronavirus pandemic. The
Board intensified its communication with the Board of Executive ­Directors. It was Supervisory Board discussed in detail the reports from the Board of Executive
­informed in detail and at an early stage about changed business forecasts and the Directors, and also deliberated on prospects for the company and its individual
­
measures to be taken. The Board of Executive Directors ensured that employees were business areas with the Board of Executive Directors. It was convinced of the
­
protected and kept costs and liquidity under control with e
­ ffective crisis management. ­law­fulness, expediency and propriety of the Board of Executive Director’s company
At the same time, cooperation with customers was further strengthened. Key ­initiatives leadership.
to promote the long-term development of BASF ­continued unabated. In this way, the

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Report of the Supervisory Board

The Chairman of the Supervisory Board and the Chairman of the Board of Executive ­evelopment, the status of important current and planned investment projects,
d
Directors were also in regular contact outside of Supervisory Board meetings. The operational excellence and sustainability, developments on the capital markets,
­
Chairman of the Supervisory Board was always promptly and comprehensively ­significant managerial measures taken by the Board of Executive Directors and inno-
­informed of current developments and significant individual issues. The Supervisory vation projects.
Board was involved at an early stage in decisions of major importance. The Super­
visory Board passed resolutions on all of those individual measures taken by the In all meetings in 2020, the Supervisory Board addressed the development of the
Board of Executive Directors which by law or the Statutes required the approval of the coronavirus pandemic and its impact on the macroeconomic environment and
­Supervisory Board. ­business developments and prospects of the BASF  Group. It fully supported the
Board of Executive Directors’ measures and initiatives to respond to the crisis, avoid
Supervisory Board meetings operational disruptions and ensure the health and safety of employees, including
­extensive remote and mobile working offerings.
The Supervisory Board held seven meetings in the 2020 business year. With the
­exception of the meeting immediately following the Annual Shareholders’ Meeting on In all meetings, it also discussed the progress of major investments and ongoing
June 18, 2020, in which Dr. Kurt Bock was elected as Chairman of the Supervisory portfolio projects. Discussions focused on:
Board following his appointment to the Supervisory Board, which one member of the –– The execution of the sale of the global construction chemicals business
Supervisory Board was unable to attend, all members attended all Supervisory Board –– The development of the joint venture Wintershall Dea created by the merger of the
meetings in 2020. Despite the restrictions due to the coronavirus pandemic, four of oil and gas businesses of BASF and LetterOne
the meetings were able to be held in person with most Supervisory Board members –– The execution of the sale of the global pigments business
physically present. The three meetings in April and June were held solely by means of –– The progress of the investment project to establish a new Verbund site in southern
electronic communication as video conferences. The members of the Supervisory China
Board elected by shareholders and those elected by the employees prepared for the
meetings in separate preliminary discussions in each case, which were also attended At its meeting on February 26, 2020, the Supervisory Board reviewed and approved
by members of the Board of Executive Directors. the Consolidated Financial Statements, Management’s Report and the proposal for
the appropriation of profit for the 2019 business year as presented by the Board of
With the exception of the meeting following the Annual Shareholders’ Meeting, all Executive Directors. It also discussed the agenda for the Annual Shareholders’
members of the Board of Executive Directors attended the Supervisory Board ­Meeting, which was originally planned for April 30, 2020, and adopted its proposals
meetings unless it was deemed appropriate that the Supervisory Board discuss
­ for resolutions. Other topics discussed at the meeting were business conditions and
­individual topics – such as personnel matters relating to the Board of Executive BASF’s development and prospects in China, the world’s largest chemical market, as
­Directors – without them being present. In addition, each Supervisory Board meeting well as the project to construct a new Verbund site in southern China, the report on
includes an agenda item that provides an opportunity for discussion without the Board the strategy and focus areas of research and development, and the integration and
of Executive Directors (executive session). use of renewable energies in the BASF Group.
An individual overview of attendance at meetings of the Supervisory Board and its committees will be made available on the
­company website at basf.com/supervisoryboard/meetings
The main focus of the meeting on April 29, 2020, was the effects of the coronavirus
pandemic, which had been spreading since the middle of the first quarter, on BASF’s
A significant component of all Supervisory Board meetings was the Board of Executive business and prospects, as well as crisis management and measures in connection
Directors’ reports on the current business situation with detailed information on sales with the coronavirus pandemic. The Supervisory Board also addressed the execution
and earnings development, as well as on opportunities and risks for business of the Annual Shareholders’ Meeting, which had been postponed to June 18, 2020,

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Report of the Supervisory Board

due to the coronavirus pandemic, and agreed to it being held as a virtual event without At its meeting on February 26, 2020, the Supervisory Board discussed and agreed on
the physical presence of shareholders. the 2020 targets for the Board of Executive Directors based on the preparations of the
Personnel Committee. At the meeting on April  29, 2020, in light of the dramatic
The Supervisory Board met virtually prior to the virtual Annual Shareholders’ Meeting ­deterioration in business performance since the outbreak of the coronavirus p
­ andemic,
on June  18, 2020, primarily to prepare for the Annual Shareholders’ Meeting. In a it discussed the voluntary relinquishment by the members of the Supervisory Board of
further meeting following the Annual Shareholders’ Meeting, the Supervisory Board part of their fixed Supervisory Board compensation, and the corresponding offer
elected Dr. Kurt Bock as the new Chairman of the Supervisory Board. He succeeds made by the members to the Board of Executive Directors to voluntarily relinquish part
Dr. Jürgen Hambrecht, who retired from the Supervisory Board. of their fixed compensation on a temporary basis. Corresponding waiver declarations
were subsequently submitted by all members of the Supervisory Board and the Board
The main agenda items at the meeting on July  22, 2020, were BASF’s leadership of Executive Directors.
development and personnel concept, as well as the current status of and the s­ trategies
and main plans for the further development of the Nutrition & Health and Agricultural At its meeting on December 17, 2020, the Supervisory Board evaluated, based on the
Solutions divisions. discussions and the corresponding recommendation of the Personnel Committee, the
Board of Executive Directors’ performance in 2020 and resolved to grant short-term
At the strategy meeting on October 22/23, 2020, the Board of Executive Directors variable compensation to the members of the Board of Executive Directors. The
and the Supervisory Board discussed at length the status of implementation of the ­resolution was necessary as the minimum return on capital employed (ROCE) required
corporate strategy with a particular focus on growth, strengthening profitability and for the short-term bonus of 4% was not achieved. The decision to grant a bonus was
portfolio development, as well as key aspects of BASF’s strategic development. These justified by the Board of Executive Directors’ sound crisis management during the
included: coronavirus pandemic and the achievement of key operational and strategic targets in
–– The further development of BASF’s portfolio after the coronavirus pandemic 2020. In addition, the Supervisory Board defined the strategic performance factors for
–– Growth projects (the Verbund site in China and battery materials) the deferral compensation components for 2018–2021 and 2019–2022. The
–– The development of the regulatory environment, including the European Green ­Chairman of the Supervisory Board abstained from the resolution on the factor for the
Deal performance bonus for 2018–2021 as this affected him personally.
–– The transformation to a circular economy For more information on the compensation of the Board of Executive Directors and the Supervisory Board, see the
­Compensation Report on pages 183 to 202
–– The energy transformation to reduce CO2 emissions

At its meeting on December 17, 2020, the Supervisory Board discussed and ­approved At its meeting on December  17, 2020, the Supervisory Board also addressed the
the Board of Executive Directors’ operational and financial planning, including the composition of the Board of Executive Directors and longer-term succession planning.
­investment budget for 2021, and, as in previous years, authorized the Board of Based on the recommendation of the Personnel Committee, it appointed Dr. Melanie
­Executive Directors to procure the necessary financing in 2021 within a set limit. Maas-Brunner as an additional member of the Board of Executive Directors as of
February 1, 2021. As a further element of this long-term succession planning, Wayne
Compensation and composition T. Smith will leave the Board of Executive Directors at midnight on May 31, 2021, one
year before the end of his current appointment to the Board of Executive Directors,
In several meetings over the 2020 business year, the Supervisory Board discussed which ends on conclusion of the Annual Shareholders’ Meeting 2022.
and passed resolutions on the compensation of the Board of Executive Directors and
its composition.

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Report of the Supervisory Board

Committees At the meeting on February 23, 2021, the auditor reported in detail on its audits of
BASF SE’s Separate and Consolidated Financial Statements for the 2020 business
The Supervisory Board of BASF  SE has four committees: 1. the committee for year, including the corresponding management’s reports, and discussed the results of
­personnel matters of the Board of Executive Directors and the granting of loans in its audit with the Audit Committee. The committee’s audit also included the ­nonfinancial
accordance with section  89(4) of the German Stock Corporation Act (Personnel statements of BASF SE and the BASF Group. In preparation for this audit, the Audit
Committee); 2. the Audit Committee; 3. the Nomination Committee; and 4. the
­ Committee had, following a corresponding resolution by the Supervisory Board,
­Strategy Committee. Following each Committee meeting, the chairs of the Commit- ­additionally engaged KPMG to perform a substantive audit with limited assurance of
tees reported in detail about the meetings and the activities of the Committees at the the Nonfinancial Statements and to issue an assurance report on it. KPMG also
subsequent meeting of the Supervisory Board. ­reported in detail on the focus, the procedure and the key findings of this audit.
For information on the composition of the committees and the tasks assigned to them by the Supervisory Board, see the
­Corporate Governance Report on pages 170 to 171
At the meeting on July  21, 2020, the Audit Committee engaged KPMG  AG
Wirtschaftsprüfungsgesellschaft – the auditor elected by the Annual Shareholders’
The Personnel Committee met four times during the reporting period. All committee Meeting on June 18, 2020 – with the audit for the 2020 reporting year and auditing
members attended all meetings. At its meeting on February 26, 2020, the Personnel fees were agreed upon. The focus areas and scope of the annual audit were d ­ iscussed
Committee discussed the targets for the Board of Executive Directors for the 2020 and defined together with the auditor. The Audit Committee excluded in principle the
business year and the 2019 Compensation Report. A key topic of discussion at the ­engagement of the auditor to perform any services outside of the audit of the annual
meeting on April 29, 2020, was the temporary, voluntary relinquishment by the Board financial statements, including beyond prevailing legal limitations. For certain nonaudit
of Executive Directors and the Supervisory Board of part of their compensation. At its services, the Audit Committee authorized the Board of Executive Directors to engage
meeting on July 22, 2020, the Personnel Committee addressed the status of leader- KPMG for such services to a very limited extent, or granted approval in individual
ship development at the top levels of management below the Board of Executive cases. At the meeting on December 16, 2020, the auditors responsible reported on
­Directors and long-term succession planning for the Board of Executive Directors. At the status of the annual audit, as well as the focus areas of the audit and the most
its meeting on December 16, 2020, the Personnel Committee discussed the future important individual items.
composition of the Board of Executive Directors with the suggestion to appoint
Dr.  Melanie Maas-Brunner to the Board of Executive Directors and consequently Other important agenda items included providing guidance to the Board of Executive
­terminate Wayne T. Smith’s mandate one year ahead of the end of his regular term of Directors on accounting issues, the control system established by the Board of
office. Other topics were the appropriateness of the compensation of the Board of Executive Directors, and follow-up assessments of acquisition and investment
­
Executive Directors, the assessment of its performance in 2020 and a proposal for the ­projects. At its meeting on April  29, 2020, the Audit Committee addressed risk
performance-related variable compensation of the Board of Executive Directors. management in the BASF  Group and the organization of internal environmental,
­
health and safety audits. It focused on the internal auditing system and, in particular,
The Audit Committee met six times during the reporting period. With the exception payment fraud prevention at the meeting on July  21, 2020, and compliance in the
of one meeting, which one member did not attend, all committee members attended BASF Group on December 16, 2020. In these meetings, the head of the Corporate
all meetings. The Audit Committee is responsible for all the tasks listed in section 107(3) Audit d
­ epartment and the Chief Compliance Officer reported to the Audit Committee
sentence 2 of the German Stock Corporation Act (AktG) and the recommendations of and answered its questions. In all meetings, the Audit Committee also received infor-
the German Corporate Governance Code. In 2020, the Supervisory Board a ­ dditionally mation on the ­development of risks from litigation.
tasked the Audit Committee with monitoring the internal process of identifying related
party transactions and adopting resolutions to approve related party transactions. In 2020, the Audit Committee’s work focused on the effects of the coronavirus
­pandemic on BASF’s results of operations and business prospects, as well as the

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Report of the Supervisory Board

impairment of various material assets. To this end, the Audit Committee received Special onboarding events are held for new members of the Supervisory Board to
regular reports from the Chief Financial Officer and discussed the ramifications. At an familiarize them with the basics of corporate governance at BASF, the organization
extraordinary committee meeting on October  8, 2020, it discussed at length the and internal structures of the BASF  Group, and the composition of its businesses.
possible impairment of property, plant and equipment and intangible assets identified Above and beyond this, the company also supports the members of the Supervisory
by the Board of Executive Directors, in particular the assumptions underlying Board with training for their activities on the Supervisory Board, whether through
­measurement. ­external offerings such as topic-specific seminars or internal information offerings
such as site and plant visits.
The Nomination Committee is responsible for preparing candidate proposals for the
Supervisory Board members to be elected by the Annual Shareholders’ Meeting. The At its meeting of December 17, 2020, the Supervisory Board approved the joint Dec-
Nomination Committee is guided by the objectives for the composition of the Super- laration of Conformity by the Supervisory Board and the Board of Executive Directors
visory Board adopted by the Supervisory Board as well as the competence profile and in accordance with section 161 of the German Stock Corporation Act (AktG). BASF
diversity concept for the Supervisory Board resolved at the meeting on December 21, complies with the recommendations of the German Corporate Governance Code in
2017. The Nomination Committee met twice in 2020. One member was absent at the version dated December 16, 2019, without exception. The Corporate Governance
each of the two meetings; otherwise, the meetings were attended by all committee Report provides extensive information on the BASF Group’s corporate governance.
members. Items discussed at the meetings were the existing competence profile and The full Declaration of Conformity is rendered on page 210 and is available to shareholders on the company website at
basf.com/en/corporategovernance
diversity concept for the Supervisory Board, the selection of candidates for
­appointment to the Supervisory Board by the court following Dr. Alexander C. Karp’s
departure from the Supervisory Board, and the proposal to nominate Liming Chen as Independence and efficiency review
his successor.
An important aspect of good corporate governance is the independence of
The Strategy Committee, which was established to discuss strategic options for the Supervisory Board members and their freedom from conflicts of interest. The
further development of the BASF Group, did not meet in 2020. ­Supervisory Board based the assessment of the independence of its members on the
recommendations of the German Corporate Governance Code and the additional
Corporate governance and Declaration of Conformity criteria for assessing the independence of Supervisory Board members contained in
the Rules of Procedure of the Supervisory Board, which were revised in the Super­
The Supervisory Board places great value on ensuring good corporate governance: In visory Board meeting on December 19, 2019. The criteria used to assess indepen-
2020, it was therefore once again intensely occupied with the corporate governance dence are presented in the Corporate Governance Report on page 172. According to
standards practiced in the company and the implementation of the recommendations the Supervisory Board’s assessment, on the basis of these criteria, five of the six
and suggestions of the German Corporate Governance Code in the current version shareholder representatives and four of the six employee representatives – 9 of the 12
dated December 16, 2019. Other important consultation topics were the translation of members of the Supervisory Board in total – are considered to be independent. All
the second E.U. Shareholder Rights Directive into German law and, in particular, the three non-independent Supervisory Board members were classified as such due to
new regulations governing related party transactions. the length of their membership on the Supervisory Board, which exceeds 12 years in
each case. Beyond this limitation, however, the Supervisory Board does not see any
In accordance with the recommendations of the German Corporate Governance indications that the Supervisory Board role is not performed completely indepen­
Code and the Guiding principles for the dialog between investors and German dently. In cases where Supervisory Board members hold supervisory or management
­supervisory boards, the Chairman of the Supervisory Board again sought dialog with ­positions at companies with which BASF has business relations, we see no ­impairment
investors where appropriate in 2020.

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Report of the Supervisory Board

of their independence. The scope of these businesses is relatively marginal and ­ tatements of BASF  SE and the BASF Group Consolidated Financial Statements,
S
­furthermore takes place under conditions similar to those of a third party. which were prepared in accordance with the International Financial Reporting
­Standards (IFRS) as adopted by the European Union, and the additional requirements
As a consequence of the change in assessed independence of Franz Fehrenbach, the that must be applied in accordance with section 315e(1) of the German Commercial
Supervisory Board resolved to appoint Anke Schäferkordt to the Audit Committee in Code (HGB), including the Management’s Report and the accounting records from
his place as of March 1, 2020, to ensure that the shareholder representatives on the which they were prepared, and have approved them free of qualification. Furthermore,
Audit Committee continue to solely be independent Supervisory Board members in the auditor certified that the Board of Executive Directors had taken the measures
the future. ­incumbent on it under section 91(2) of the German Stock Corporation Act (AktG) in an
appropriate manner. In particular, it had instituted an appropriate information and
The Supervisory Board reviews the efficiency of its activities every year in the form of monitoring system that fulfilled the requirements of the company and is applicable for
a self-assessment. To this end, the new Chairman of the Supervisory Board Dr. Kurt the early identification of developments that could pose a risk to the continued
Bock met with all Supervisory Board members individually in June and July in ­existence of the BASF Group. The results of the audit as well as the procedure and
­preparation, and again in December 2020. Topics centered in particular on Super­ material findings of the audit of the financial statements are presented in the Auditor’s
visory Board meeting preparation and agendas, cooperation with the Board of Report.
­Executive Directors, the quality of the information supplied to the Supervisory Board, The Auditor’s Report is rendered from page 214 onward
cooperation between shareholder and employee representatives, the tasks, For more information on the auditor, see the Corporate Governance Report on page 176

­composition and work of the committees, and the need for information and training for
Supervisory Board members. The results of these dialogs, including suggestions to Beyond the statutory audit of the Financial Statements, KPMG also conducted, on
further improve the Supervisory Board’s work, were presented by the Chairman of the behalf of the Supervisory Board, a substantive audit with limited assurance of the
Supervisory Board at the Supervisory Board meeting on December  17, 2020, and Nonfinancial Statements (NFSs) for BASF SE and the BASF Group, which are integral
thoroughly discussed by the members of the Supervisory Board. Overall, its members parts of the respective management’s reports. On the basis of its audit, KPMG did not
rated the Supervisory Board’s activity as efficient. raise any objections to the nonfinancial reporting and the satisfaction of the relevant
statutory requirements.
Independent of the efficiency review of the Supervisory Board, the Audit Committee The assurance report issued by KPMG on the substantive audit of the NFS can be found at basf.com/nfs-audit-2020
also conducted a self-assessment of its activities in 2020 based on individual
­discussions between the chair of the Audit Committee and all members of the Audit The auditor’s reports were sent in a timely manner to every member of the S
­ upervisory
Committee. Material subjects were the topics addressed by the committee, the Board. The auditor attended the accounts review meeting of the Audit Committee on
­number, organization and content of meetings, the depth and quality of discussions, February  23, 2021, as well as the accounts meeting of the Supervisory Board on
and the supply of information as the basis of the committee’s work. The Audit February 24, 2021, and reported on the procedure and material findings of its audit,
­Committee discussed the results of the questionnaire and detailed suggestions at its including the key audit matters described in the Auditor’s Report. The auditor also
meeting on December  16, 2020. On this basis, the members judged the Audit provided detailed explanations of the reports on the day before the accounts meeting
­Committee’s work to be efficient and appropriate. of the Supervisory Board.

Separate and Consolidated Financial Statements The Audit Committee reviewed the Financial Statements and Management’s Report at
its meeting on February 23, 2021, including the reports prepared by the auditor and
KPMG  AG Wirtschaftsprüfungsgesellschaft, the auditor elected by the Annual the key audit matters specified in the Auditor’s Report, and discussed them in detail
Shareholders’ Meeting for the 2020 reporting year, has audited the Financial
­ with the auditor. The chair gave a detailed account of the preliminary review at the

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Report of the Supervisory Board

Supervisory Board meeting on February  24, 2021. On this basis, the Supervisory According to the Supervisory Board’s assessment, the current members meet in full
Board has examined the Financial Statements and Management’s Report of BASF SE the objectives for the composition of the Supervisory Board with respect to the
for 2020, the proposal by the Board of Executive Directors for the appropriation of ­competence profile and the diversity concept.
profit, and the Consolidated Financial Statements and Management’s Report for For more information on changes within the Supervisory Board, see the Corporate Governance Report on page 173
2020. The results of the preliminary review by the Audit Committee and the results of
the Supervisory Board’s own examination fully concur with those of the audit. The We would like to thank the now retired members of the Supervisory Board, Dr. Jürgen
Supervisory Board sees no grounds for objection to the management or the reports Hambrecht and Dr.  Alexander C. Karp, for their constructive and trust-based
submitted. ­cooperation, and their contributions to the success and further development of the
company. Dr. Jürgen Hambrecht held leadership roles at BASF for 44 years. As the
At its accounts meeting on February 24, 2021, the Supervisory Board approved the long-serving Chairman of the Board of Executive Directors and Chairman of the
Financial Statements of BASF SE and the Consolidated Financial Statements of the ­Supervisory Board, he played a pivotal role in shaping BASF and the company’s
BASF Group prepared by the Board of Executive Directors, making the 2020 Financial ­development with far-sightedness and vigor.
Statements final. The Supervisory Board concurred with the proposal of the Board of
Executive Directors regarding the appropriation of profit and the payment of a dividend Ludwigshafen, February 24, 2021
of €3.30 per share.
The Supervisory Board
Composition of the Supervisory Board

Dr. Jürgen Hambrecht, Chairman of the Supervisory Board, retired from the Super­
visory Board on conclusion of the Annual Shareholders’ Meeting on June 18, 2020. Dr. Kurt Bock
He had already announced his intention to resign from this position on his reelection Chairman of the Supervisory Board
by the Annual Shareholders’ Meeting 2019. The Annual Shareholders’ Meeting
­elected Dr.  Kurt Bock to the Supervisory Board as his successor. The Supervisory
Board appointed Dr. Kurt Bock as Chairman of the Supervisory Board immediately
following the Annual Shareholders’ Meeting. The Supervisory Board member
Dr.  Alexander C. Karp left the Supervisory Board at the end of July 2020 after
­announcing his resignation for professional reasons. At the request of the Chairman of
the Supervisory Board, supported by the members of the Nomination Committee, the
Ludwigshafen am Rhein local court (Amtsgericht) appointed Mr. Liming Chen to the
Supervisory Board as a shareholder representative effective October 8, 2020. Liming
Chen has many years of management experience at chemical and petrochemical
companies. As Chairman of IBM Greater China Group, he also brings with him
­expertise in digitalization and is very familiar with the growth market of China. Liming
Chen is considered independent based on the criteria used by the company to assess
the independence of Supervisory Board members. The Supervisory Board satisfied
itself that he can devote the necessary time to the BASF mandate.

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Declaration of Conformity Pursuant to Section 161 AktG

Declaration of
Conformity Pursuant to
Section 161 AktG
Declaration of Conformity 2020 of the Board of Executive
Directors and the Supervisory Board of BASF SE

The Board of Executive Directors and the Supervisory Board

of BASF SE hereby declare pursuant to section 161
of the German Stock Corporation Act (AktG)

1. The recommendations of the Government Commission on

the German Corporate Governance Code as amended on
­February 7, 2017, published by the Federal Ministry of Justice
on April 24, 2017, in the official section of the Federal Gazette
have been complied with since the submission of the last
­Declaration of Conformity in December 2019.

2. The recommendations of the Government Commission on

the German Corporate Governance Code as amended on
December  16, 2019, published by the Federal Ministry of­
­
Justice on March  20, 2020, in the official section of the
Federal Gazette are complied with.

Ludwigshafen, December 2020

The Supervisory Board The Board of Executive Directors

of BASF SE of BASF SE

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Declaration of Corporate Governance

Declaration of
Corporate Governance
Declaration of Corporate Governance in accordance with
section 315d HGB in connection with section 289f HGB1

The Declaration of Corporate Governance, pursuant to section

315d HGB in connection with section  289f  HGB, comprises the
subchapters Corporate Governance Report including the descrip-
tion of the diversity concept for the composition of the Board of
Executive Directors and the Supervisory Board (except for the
disclosures pursuant to section  315a(1)  HGB), Compliance and
­
Declaration of Conformity as per section 161 of the German Stock
Corporation Act (AktG) in the Corporate Governance chapter. It is a
component of the Management’s Report.

Pursuant to section  317(2)  sentence  6  HGB, the auditor checked

that the disclosures according to section 315d HGB were made.

1 In the version applicable to the Financial Statements and Management’s Report for the 2020 fiscal year pursuant to Article 83 of the Introductory Act on the German Commercial Code (EGHGB)

BASF Report 2020 211

4
Chapter 4  pages 212–312

Statement by the Board of Executive Directors  213 19  Capital, reserves and retained earnings  277
20  Other comprehensive income  278
Independent Auditor’s Report  214 21 Liabilities  279
22  Provisions for pensions and similar obligations  282
Statement of Income  222
23  Other provisions  288
24  Risks from litigation and claims  290
Statement of Income and
25  Other financial obligations  291
Expense Recognized in Equity  223
26  Supplementary information on financial instruments  291
Balance Sheet  224 27 Statement of cash flows and capital structure
management  304
Statement of Cash Flows  226 28  Personnel expenses and employees  306
29 Share price-based compensation programs
Statement of Changes in Equity  227 and BASF incentive share program  307
30 Compensation of the Board of Executive Directors and
Supervisory Board  310
Notes  228 31  Related party transactions  311
1  Summary of accounting policies  228 32  Services provided by the external auditor  312
2  Scope of consolidation  233 33 Declaration of Conformity with the German
3  Acquisitions and divestitures  235 Corporate Governance Code  312
4 BASF Group list of shares held pursuant to
section 313(2) of the German Commercial Code (HGB)  241

Consoli­
5  Reporting by segment and region  241
6  Earnings per share  248
7  Sales revenue  249

dated
8  Functional costs  250
9  Other operating income and expenses  251
10 Investments accounted for using the

Financial
equity method and other financial assets  253
11  Financial result  258
12  Income taxes  259

Statements
13  Noncontrolling interests  263
14  Intangible assets  264
15  Property, plant and equipment  268
16 Leases  272
17 Inventories  274
18  Receivables and miscellaneous assets  275
About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Statement by the Board of Executive Directors

Statement by the Board of Ludwigshafen am Rhein, February 23, 2021

Executive Directors
and assurance pursuant to sections 297(2)
and 315(1) of the German Commercial Code Dr. Martin Brudermüller
(HGB) Chairman of the Board of Executive Directors

The Board of Executive Directors of BASF SE is responsible for preparing the

­Consolidated Financial Statements and Management’s Report of the BASF Group. Dr. Hans-Ulrich Engel
Vice Chairman and Chief Financial Officer
The BASF Group Consolidated Financial Statements for 2020 were prepared
according to the International Financial Reporting Standards (IFRS), which are
­
­published by the International Accounting Standards Board (IASB), London, and have
been endorsed by the European Union. Saori Dubourg

We have established effective internal control and steering systems in order to ensure
that the BASF Group’s Management’s Report and Consolidated Financial Statements
comply with applicable accounting rules and to ensure proper corporate reporting. Michael Heinz

The risk management system we have set up is designed such that the Board of
­Executive Directors can identify material risks early on and take appropriate defensive
measures as necessary. The reliability and effectiveness of the internal control and risk Dr. Markus Kamieth
management system are continually audited throughout the Group by our internal
audit department.

To the best of our knowledge, and in accordance with the applicable reporting rules, Dr. Melanie Maas-Brunner
the Consolidated Financial Statements of the BASF Group give a true and fair view Chief Technology Officer
of the net assets, financial position and results of operations of the Group, and the
­Management’s Report of the BASF Group includes a fair review of the d ­ evelopment
and performance of the business as well as position of the BASF Group, together with
a description of the principal opportunities and risks associated with the expected Wayne T. Smith
development of the BASF Group.

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Independent Auditor’s Report

Independent Auditor’s In our opinion, on the basis of the knowledge obtained in the audit, Basis for the Opinions
Report1 –– the accompanying Consolidated Financial Statements comply, in We conducted our audit of the Consolidated Financial Statements
all material respects, with the IFRSs as adopted by the EU, and and of the Group Management Report in accordance with Section
the additional requirements of German commercial law pursuant 317 HGB and the EU Audit Regulation No. 537/2014 (referred to
To BASF SE, Ludwigshafen am Rhein to Section 315e (1) of the German Commercial Code (HGB) and subsequently as “EU Audit Regulation”) and in compliance with
full IFRS and, in compliance with these requirements, give a true German Generally Accepted Standards for Financial Statement
Report on the Audit of the Consolidated Financial and fair view of the assets, liabilities, and financial position of the ­Audits promulgated by the Institute of Public Auditors in Germany
Statements and of the Group Management Report Group as at December 31, 2020, and of its financial performance (Institut der Wirtschaftsprüfer, IDW). Our responsibilities under those
for the financial year from January 1, 2020 to December 31, 2020, requirements and principles are further described in the “Auditor’s
Opinions and Responsibilities for the Audit of the Consolidated Financial State-
We have audited the Consolidated Financial Statements of BASF SE –– the accompanying Group Management Report as a whole pro- ments and of the Group Management Report” section of our audi-
and its subsidiaries (the Group), which comprise the balance sheet vides an appropriate view of the Group’s position. In all material tor’s report. We are independent of the group entities in accordance
as at December 31, 2020, statement of income, statement of respects, this Group Management Report is consistent with the with the requirements of European law and German commercial and
­income and expense recognized in equity, statement of cash flows, Consolidated Financial Statements, complies with German legal professional law, and we have fulfilled our other German p ­ rofessional
statement of equity for the financial year from January 1, 2020 to requirements and appropriately presents the opportunities and responsibilities in accordance with these requirements. In addition,
December 31, 2020 and Notes to the Consolidated Financial risks of future development. Our opinion on the Group Manage- in accordance with Article 10 (2) point (f) of the EU Audit Regulation,
Statements, including a summary of significant accounting policies. ment Report does not cover the content of those parts of the we declare that we have not provided non-audit services prohibited
In addition, we have audited the Group Management Report of Group Management Report specified in the “Other Information” under Article 5 (1) of the EU Audit Regulation. We believe that the
BASF  SE for the financial year from January 1, 2020 to Decem- section of our auditor´s report. The Group Management Report evidence we have obtained is sufficient and appropriate to provide a
ber 31, 2020. contains cross-references which are not legally required and are basis for our opinions on the Consolidated Financial Statements and
identified as unaudited. Our opinion does not cover those on the Group Management Report.
In accordance with German legal requirements we have not audited cross-references and the referenced information.
the content of those components of the Group Management Key Audit Matters in the Audit of the Consolidated Financial
­Report specified in the “Other Information” section of our auditor’s Pursuant to Section 322 (3) sentence 1 HGB, we declare that our Statements
report. audit has not led to any reservations relating to the legal compliance Key audit matters are those matters that, in our professional judg-
of the Consolidated Financial Statements and of the Group Man- ment, were of most significance in our audit of the Consolidated
The Group Management Report contains cross-references which agement Report. ­Financial Statements for the financial year from January 1, 2020 to
are not intended to use by law and are identified as unaudited. In December 31, 2020. These matters were addressed in the context
accordance with the German legal requirements we have not of our audit of the Consolidated Financial Statements as a whole,
­audited the content of those cross-references and the related refer- and in forming our opinion thereon, we do not provide a separate
enced information. opinion on these matters.

1 This is a translation of the German original. Solely the original text in German language is authoritative.

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About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Independent Auditor’s Report

Recoverability of goodwill Our audit approach Our observations

We consulted our valuation specialists in order to assess, among The assumptions and data underlying the calculations of the Board
For information on the accounting principles applied, please refer to other things, the appropriateness of the key assumptions as well as of Executive Directors are acceptable overall. The disclosures in the
Note 1.4 to the Consolidated Financial Statements on page 232. the Group’s methods of calculation. Notes on the key assumptions are appropriate and complete.
The underlying assumptions used in the calculation and the disclo-
sures on the impairment tests performed are included in Note 14 to We examined the forecast for the expected business and earnings The acquisition of Solvay’s polyamide business
the Consolidated Financial Statements from page 264 onward. development in the detailed planning period, in particular with
­respect to whether the expected development of the relevant sales For information on the accounting principles applied, please refer to
Financial statement risk markets were given appropriate consideration and are consistent Note 1.4 to the Consolidated Financial Statements on page 232.
Intangible assets in the Consolidated Financial Statements of with the current budgets adopted by the Board of Executive Direc- Information on the acquisition can be found in Note 3 to the Consol-
BASF SE include goodwill in the amount of €6,959 million. Good- tors and the Supervisory Board. We compared internal growth idated Financial Statements from page 235 onward.
will ­accounts for 8.7% of total assets and thus has a material impact forecasts with industry expectations and those of significant com-
on the company’s net assets. Goodwill must be tested for impairment petitors and we assessed whether assumptions contained in the Financial statement risk
annually and whenever there is an indication that goodwill may be planning regarding the future development of margins and the On January 31, 2020, BASF acquired Solvay’s global polyamide
impaired. Due to the demand declines and the expected slow recov- amount of investments are appropriate. Our review of the appropri- business. The total acquisition costs amounted to €1,319 million.
ery in the automotive and aviation industries, the goodwill impairment ateness of the budgets adopted by the Board of Executive Directors Taking into account the acquired net assets of €1,299 million, good-
testing resulted in impairments of €786 million in the reporting year and the Supervisory Board also included a comparison of planning will amounted to €20 million.
in the cash-generating unit Surface Treatment in the Surface Tech­ in past business years with the results actually achieved. For
nologies segment. ­selected units, we examined whether reasons for not reaching As a rule, the acquired identifiable assets and assumed liabilities are
planned values in the past were given appropriate consideration in recognized at fair value on the date of acquisition in accordance with
Goodwill impairment testing is based on a range of discretionary current planning, to the extent that this was relevant. IFRS 3. To identify and assess the acquired identifiable assets and
assumptions. These include the forecasts for future cash inflows in assumed liabilities, BASF consulted an external expert.
the detailed planning period, the assumed growth rate for subse- We assessed the appropriateness of the assumed growth rate for
quent periods and the cost of capital. These assumptions have a the period following the detailed planning period on the basis of Identifying and assessing the acquired intangible assets are com-
material impact on the recoverability of goodwill. The growth fore- ­industry-specific and macroeconomic studies. We evaluated the plex and based on the discretionary assumptions of the Board of
casts of the Board of Executive Directors are associated with risks methodological appropriateness of the calculation and the appropri- Executive Directors. The key assumptions are the projected devel-
and can be revised in light of volatile raw materials prices and an ateness of the weighted cost of capital rates. To this end, we calcu- opment of sales and margins in the acquired business, the license
instable macroeconomic environment. lated our own expected values for the assumptions and data under- rates used in assessments based on the license price analogy
lying the weighted cost of capital rates and compared these with the method, the underlying useful lives of the identified assets and the
There is the risk for the financial statements that an impairment as of assumptions and data used. cost of capital.
the balance sheet date is not identified or that an impairment as of
the balance sheet date is not recognized with an appropriate Finally, we assessed whether the disclosures in the Notes on the key There is the risk for the financial statements that the acquired intan-
amount. In addition, there is also a risk that the disclosures in the assumptions are appropriate and complete. gible assets are inaccurately identified and/or valued incorrectly. In
Notes on the key assumptions are not appropriate and complete. addition, there is also a risk that the disclosures in the Notes are not
complete and appropriate.

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Our audit approach Our observations The calculation of the recoverable amount of the shareholding in the
First, we gained an understanding of the acquisition transaction by The underlying approach for the identification and valuation of the Wintershall Dea is complex and based on discretionary assumptions.
surveying employees in the accounting and controlling units as well acquired assets and assumed liabilities is appropriate and consis- These include, in particular, BASF’s forecasts on production volumes
as by evaluating the relevant contracts. tent with the applicable accounting principles. of Wintershall Dea’s oil and gas fields based on expected license
terms and production profiles, the development of oil and gas prices,
We assessed the competence, skills and objectivity of the indepen- The key assumptions and data are appropriate and the presentation and the cost of capital.
dent expert contracted by BASF. Moreover, against the backdrop of in the Notes to the Consolidated Financial Statements is complete
our knowledge of BASF’s business model, we evaluated the identi- and appropriate. After carrying out impairment testing, the company did not identify a
fication process for the acquired assets and assumed liabilities for need for an impairment of its shareholding in Wintershall Dea as a
compliance with the requirements under IFRS 3. We examined the Recoverability of the shareholding in Wintershall Dea whole.
valuation methods used for compliance with the relevant accounting
principles. For information on the accounting principles applied and the under- There is the risk for the financial statements that a decline in the value
lying assumptions used in the calculation, please refer to Note 10.2 of the shareholding as a whole as of the balance sheet date was not
We consulted our valuation specialists in order to assess, among to the Consolidated Financial Statements on page 255. identified. In addition, there is also the risk that the associated disclo-
other things, the appropriateness of the identification and valuation sures in the Notes are not appropriate and complete.
methods as well as the assumptions used therein. Financial statement risk
In the Consolidated Financial Statements of BASF SE, shares in Our audit approach
We discussed the expected development of sales and margins with Wintershall Dea in the amount of €10,199 million are reported under From explanations provided by employees in accounting, we gained
the persons responsible for planning. Moreover, we evaluated the non-integral shareholdings accounted for using the equity method. an understanding of the company’s process to identify indicators for
consistency of the assumptions with external market estimates. We The shareholding in Wintershall Dea accounts for 12.7% of total impairment as well as of the determination of the recoverable
compared the license rates used in the valuation of intangible assets assets and thus has a material influence on the company’s net amount. In doing so, we assessed, among other things, whether the
with reference values from relevant external databases. We ­assets. calculation of the recoverable amount of the shareholding in
­evaluated the applied useful lives based on conversations with the ­Winters­hall Dea is consistent with the relevant accounting principles
client’s experts and on the underlying product life cycles. The carrying amount of Wintershall Dea is calculated using the and whether the key assumptions made in this calculation are
­equity method. Impairments of €843 million on assets belonging to ­appropriate.
Moreover, we satisfied ourselves of the methodological appropriate- Wintershall Dea were taken into account. If, in addition to this, there
ness of the calculation and the appropriateness of the weighted cost are indicators for an impairment of an equity-accounted sharehold- We discussed the projected development of production volumes
of capital rates. We compared the assumptions and data underlying ing as a whole, the company determines the recoverable amount as and oil and gas prices with the persons responsible for planning. We
the cost of capital, in particular the risk-free rate, the market risk of the reporting date and compares this with the carrying amount. evaluated the production profiles used in the measurement of the
premium and the beta factor, with our own assumptions and p ­ ublicly The recoverable amount is the higher of fair value less costs to sell exploration and production business’s assets, taking into account
available data. and the value in use of the shareholding. The recoverable amount is assessments by experts contracted by Wintershall Dea. In order to
determined using the discounted cash flow method. If the carrying assess its suitability as a basis for calculation, we had the oil and gas
In order to assess the accuracy of the measurement, we reproduced amount is higher than the recoverable amount, this results in an price scenario used by the company explained to us. To assess its
selected calculations taking into account risk-based considerations. impairment. appropriateness, we compared the oil and gas price scenario used
Finally, we assessed whether the disclosures in the Notes on the by BASF with the published forecasts of industry associations, ana-
acquisition of the polyamide business are complete and ­appropriate. lysts, international institutions and other market participants.

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In consultation with our valuation specialists, we furthermore property plant and equipment in the 2020 business year included sultation with our valuation specialists, we satisfied ourselves of the
­satisfied ourselves of the methodological appropriateness of the impairments of €2,059 million. These impairments had a material methodological appropriateness of the calculation and the appropri-
calculation and the appropriateness of the weighted cost of capital impact on the group’s net assets and results of operations in the ateness of the weighted cost of capital rates used. To this end, we
rates. We compared the assumptions and data underlying the cost business year ended December 31, 2020. calculated our own expected values for the assumptions and data
of capital, in particular the risk-free rate, the market risk premium underlying the weighted cost of capital rates and compared these
and the beta factor, with our own assumptions and publicly available If there are indications for an impairment of assets, the company with the assumptions and data used.
data. determines the recoverable amount as of the balance sheet date
and compares this with the respective carrying amount. If the carry- In addition, we evaluated whether the assumptions and forecasts of
In order to assess the accuracy of the measurement of the interest ing amount is higher than the recoverable amount, an impairment future cash flows underlying the valuations were based on appropri-
in Wintershall Dea, we reproduced selected calculations taking into must be recognized. The recoverable amount is the higher of fair ate and acceptable assumptions. To this end, we sought explana-
account risk-based considerations. value less costs to sell and the value in use of the shareholding. The tions of these assumptions from the persons responsible for plan-
recoverable amount is determined using the discounted cash flow ning and we evaluated the effects of the assumptions on the planning
Finally, we assessed whether the disclosures in the Notes on the method. In general, the determination of the recoverable amount of future cash flows. Through comparisons to other forecasts inter-
recoverability of the shareholding in Wintershall Dea as a whole are takes place at the level of cash-generating units. nally available within the company, we ascertained their consistency.
appropriate and complete. If the identified impairments resulted from changes in the market
Impairment testing of assets using the discounted cash flow method environment, we assessed the appropriateness of the underlying
Our observations is complex and based on a range of discretionary assumptions. assumptions about expected cash flows and compared these with
The underlying calculation method for the impairment test of the These include, in particular, the projected cash flows as well as the external market estimates. We then discussed the calculated valua-
shareholding in Wintershall Dea as a whole is appropriate and con- cost of capital rates used. tion results with BASF and carried out the resulting accounting
sistent with the applicable accounting principles. treatment of the valuation results.
There is the risk for the financial statements that an impairment as of
The company’s assumptions and data underlying the measurement the balance sheet date is not recognized with an appropriate Finally, we assessed whether the disclosures in the Notes on the key
are appropriate. The associated disclosures in the notes are appro- amount. In addition, there is also a risk that the disclosures in the assumptions are appropriate and complete.
priate and complete. Notes on the key assumptions are not appropriate and complete.

Impairments of property, plant and equipment Our audit approach

In a first step, we evaluated the design and establishment of controls
For information on the accounting principles applied, please refer to put in place by BASF for the valuation of property, plant and equip-
Note 1.4 to the Consolidated Financial Statements on page 232. ment. In discussions with representatives of the group from corpo-
The development of property, plant and equipment, including a list rate management, accounting and controlling, we gained an under-
of the impairments, can be found in Note 15 from page 268 onward standing of the specific valuation risks identified by the company
in the Notes to the Consolidated Financial Statements. and we learned about the approaches used by the company to
determine impairments.
Financial statement risk
As of December 31, 2020, property, plant and equipment in the With regard to the valuation model, we assessed whether the valu-
amount of €19,647 million were recognized in the Consolidated ation methodology is consistent with the relevant valuation principles
­Financial Statements of BASF SE. Depreciation and amortization of and we confirmed the mathematical accuracy via modeling. In con-

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Independent Auditor’s Report

Our observations –– is materially inconsistent with the Consolidated Financial State- provides an appropriate view of the Group’s position and is, in all
The underlying approach for impairment testing for the above-­ ments, with the Group Management Report information audited material respects, consistent with the Consolidated Financial State-
mentioned property, plant and equipment, including the valuation for content or our knowledge obtained in the audit, or ments, complies with German legal requirements, and appropriately
­method, is consistent with accounting principles. The assumptions –– otherwise appears to be materially misstated. presents the opportunities and risks of future development. In
and data used by the group are appropriate. The disclosures in the ­addition, the Board of Executive Directors is responsible for such
Notes on the key assumptions are appropriate and complete. If we conclude, based on the work we have conducted, that there is ­arrangements and measures (systems) as they have considered
a material misstatement of this other information, we are obligated necessary to enable the preparation of a Group Management ­Report
Other Information to report on this fact. We do not have anything to report in this that is in accordance with the applicable German legal requirements,
­regard. and to be able to provide sufficient appropriate evidence for the
The Board of Executive Directors and the Supervisory Board are ­assertions in the Group Management Report.
responsible for the other infor-mation. The other information com- Responsibilities of the Board of Executive Directors and the
prises the following components of the Group Management Report, Supervisory Board for the Consolidated Financial The Supervisory Board is responsible for overseeing the Group’s
whose content was not audited: Statements and the Group Management Report ­financial reporting process for the preparation of the Consolidated
–– the information of the integrated non-financial statement which is The Board of Executive Directors is responsible for the prepa­ra­- Financial Statements and of the Group Management Report.
identified as unaudited tion of the Consolidated Financial Statements that comply, in all
–– the corporate governance statement in the section Corporate material respects, with IFRSs as adopted by the EU and the Auditor’s Responsibilities for the Audit of the Consolidated
Governance of the Group Management Report, and additional require­ments of German commercial law pursuant to Financial Statements and of the Group Management Report
–– the disclosures which are not normally part of the Group Manage- Section  315e  (1) HGB and full IFRS and that the Consolidated Our objectives are to obtain reasonable assurance about whether
ment Report and which are identified as unaudited. ­Financial Statements, in compliance with these requirements, give a the Consolidated Financial Statements as a whole are free from
true and fair view of the assets, liabilities, financial position, and material misstatement, whether due to fraud or error, and whether
Additionally, the other Information comprises the remaining parts of ­financial performance of the Group. In addition, the Board of Execu- the Group Management Report as a whole provides an appropriate
the BASF Report 2020. tive Directors is responsible for such internal control as they have view of the Group’s position and, in all material respects, is consis-
determined necessary to enable the preparation of Consolidated tent with the Consolidated Financial Statements and the knowledge
The other Information does not comprise the Consolidated Financial Financial Statements that are free from material misstatement, obtained in the audit, complies with the German legal requirements
Statements, the audited parts of the Group Management Report whether due to fraud or error. and appropriately presents the opportunities and risks of future
and our auditor’s report. ­development, as well as to issue an auditor’s report that includes our
In preparing the Consolidated Financial Statements, the Board of opinions on the Consolidated Financial Statements and on the
Our opinions on the Consolidated Financial Statements and on the Executive Directors is responsible for assessing the Group’s ability Group Management Report.
Group Management Report do not cover the other information, and to continue as a going concern. They also have the responsibility for
consequently we do not express an opinion or any other form of disclosing, as applicable, matters related to going concern. In addi- Reasonable assurance is a high level of assurance, but is not a
assurance conclusion thereon. tion, they are responsible for financial reporting based on the going guarantee that an audit conducted in accordance with Section 317
concern basis of accounting unless there is an intention to liquidate HGB and the EU Audit Regulation and in compliance with German
In connection with our audit, our responsibility is to read the the Group or to cease operations, or there is no realistic alternative Generally Accepted Standards for Financial Statement Audits
other information and, in so doing, to consider whether the other but to do so. ­promulgated by the Institut der Wirtschaftsprüfer (IDW) will always
information detect a material misstatement. Misstatements can arise from fraud
Furthermore, the Board of Executive Directors is responsible for the or error and are considered material if, individually or in the aggre-
preparation of the Group Management Report that, as a whole, gate, they could reasonably be expected to influence the economic

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decisions of users taken on the basis of these Consolidated Finan- –– Evaluate the overall presentation, structure and content of the We also provide the audit committee with a statement that we have
cial Statements and this Group Management Report. Consolidated Financial Statements, including the disclosures, and complied with the relevant independence requirements, and com-
whether the Consolidated Financial Statements present the municate with them all relationships and other matters that may
We exercise professional judgment and maintain professional skep- ­underlying transactions and events in a manner that the Consoli- reasonably be thought to bear on our independence, and where
ticism throughout the audit. We also: dated Financial Statements give a true and fair view of the assets, applicable, the related safeguards.
–– Identify and assess the risks of material misstatement of the Con- liabilities, financial position and financial performance of the Group
solidated Financial Statements and of the Group Management in compliance with IFRSs as adopted by the EU and the ­additional From the matters communicated with those charged with gover-
Report, whether due to fraud or error, design and perform audit requirements of German commercial law pursuant to Section nance, we determine those matters that were of most significance in
procedures responsive to those risks, and obtain audit evidence 315e (1) HGB and full IFRS. the audit of the Consolidated Financial Statements of the current
that is sufficient and appropriate to provide a basis for our opin- –– Obtain sufficient appropriate audit evidence regarding the finan- period and are therefore the key audit matters. We describe these
ions. The risk of not detecting a material misstatement resulting cial information of the entities or business activities within the matters in our auditor’s report unless law or regulation precludes
from fraud is higher than for one resulting from error, as fraud may Group to express opinions on the Consolidated Financial State- public disclosure about the matter.
involve collusion, forgery, intentional omissions, misrepresenta- ments and on the Group Management Report. We are responsible
tions, or the override of internal control. for the direction, supervision and performance of the group audit.
–– Obtain an understanding of internal control relevant to the audit of We remain solely responsible for our opinions.
the Consolidated Financial Statements and of arrangements and –– Evaluate the consistency of the Group Management Report with
measures (systems) relevant to the audit of the Group Manage- the Consolidated Financial Statements, its conformity with law,
ment Report in order to design audit procedures that are appro- and the view of the Group’s position it provides.
priate in the circumstances, but not for the purpose of expressing –– Perform audit procedures on the prospective information
an opinion on the effectiveness of these systems. ­presented by the Board of Executive Directors in the Group
–– Evaluate the appropriateness of accounting policies used by the ­Management Report. On the basis of sufficient appropriate audit
Board of Executive Directors and the reasonableness of estimates evidence we evaluate, in particular, the significant assumptions
made by the Board of Executive Directors and related disclosures. used by the Board of Executive Directors as a basis for the pro-
–– Conclude on the appropriateness of the Board of Executive Direc- spective information, and evaluate the proper derivation of the
tors’ use of the going concern basis of accounting and, based on prospective information from these assumptions. We do not
the audit evidence obtained, whether a material uncertainty exists ­express a separate opinion on the prospective information and on
related to events or conditions that may cast significant doubt on the assumptions used as a basis. There is a substantial
the Group’s ability to continue as a going concern. If we conclude ­unavoidable risk that future events will differ materially from the
that a material uncertainty exists, we are required to draw atten- prospective information.
tion in the auditor’s report to the related disclosures in the Consol-
idated Financial Statements and in the Group Management We communicate with the audit committee regarding, among other
­Report or, if such disclosures are inadequate, to modify our matters, the planned scope and timing of the audit and significant
­respective opinions. Our conclusions are based on the audit evi- audit findings, including any significant deficiencies in internal control
dence obtained up to the date of our auditor’s report. However, that we identify during our audit.
future events or conditions may cause the Group to cease to be
able to continue as a going concern.

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Independent Auditor’s Report

Other Legal and Regulatory Requirements We conducted our assurance work on the reproduction of the con- We exercise professional judgement and maintain professional
solidated financial statements and the group management report skepticism throughout the assurance work. We also:
Report on the Assurance in accordance with Section 317 (3b) HGB contained in the above-mentioned electronic file in accordance with –– Identify and assess the risks of material intentional or u ­ nintentional
on the Electronic Reproduction of the Consolidated Financial State- Section 317 (3b) HGB and the Exposure Draft of the IDW Assurance non-compliance with the requirements of Section 328 (1) HGB,
ments and the Group Management Report Prepared for Publication Standard: Assurance in accordance with Section 317 (3b) HGB on design and perform assurance procedures responsive to those
Purposes the Electronic Reproduction of Financial Statements and Manage- risks, and obtain assurance evidence that is sufficient and appro-
ment Reports Prepared for Publication Purposes (ED IDW AsS 410). priate to provide a basis for our assurance opinion.
We have performed assurance work in accordance with Section Accordingly, our responsibilities are further described below. Our –– Obtain an understanding of internal control relevant to the
317 (3b) HGB to obtain reasonable assurance about whether the audit firm has applied the IDW Standard on Quality Management 1: ­assurance of the ESEF documents in order to design assurance
reproduction of the consolidated financial statements and the group Requirements for Quality Management in Audit Firms (IDW QS 1). procedures that are appropriate in the circumstances, but not for
management report (hereinafter the “ESEF documents”) contained the purpose of expressing an assurance opinion on the effective-
in the file that can be downloaded by the issuer from the electronic The company’s Board of Executive Directors is responsible for the ness of these controls.
client portal with access protection, “basf-gruppe-2020-12-31.zip“ preparation of the ESEF documents including the electronic repro- –– Evaluate the technical validity of the ESEF documents, i.e. ­whether
(SHA256-hash value: 82cc4e309e39828deed8d847fadf9e0d1adf- duction of the consolidated financial statements and the group the electronic file containing the ESEF documents meets the
87cacaa62c0fa75f305e2421f883) and prepared for publication management report in accordance with Section 328 (1) sentence 4 ­requirements of Commission Delegated Regulation (EU) 2019/815
purposes complies in all material respects with the requirements of item 1 HGB and for the tagging of the consolidated financial state- on the technical specification for this electronic file.
Section 328 (1) HGB for the electronic reporting format (“ESEF for- ments in accordance with Section 328 (1) sentence 4 item 2 HGB. –– Evaluate whether the ESEF documents enable an XHTML repro-
mat”). In accordance with German legal requirements, this assur- duction with content equivalent to the audited consolidated finan-
ance only extends to the conversion of the information contained in In addition, the company’s Board of Executive Directors is responsi- cial statements and the audited group management report.
the consolidated financial statements and the group management ble for the internal controls they consider necessary to enable the –– Evaluate whether the tagging of the ESEF documents with Inline
report into the ESEF format and therefore relates neither to the in- preparation of ESEF documents that are free from material i­ntentional XBRL technology (iXBRL) enables an appropriate and complete
formation contained in this reproduction nor any other information or unintentional non-compliance with the requirements of Section machine-readable XBRL copy of the XHTML reproduction.
contained in the above-mentioned electronic file. 328 (1) HGB for the electronic reporting format.

In our opinion, the reproduction of the consolidated financial state- The company’s Board of Executive Directors is also responsible for
ments and the group management report contained in the the submission of the ESEF documents together with the auditor’s
above-mentioned electronic file and prepared for publication pur- report and the attached audited consolidated financial statements
poses complies in all material respects with the requirements of and audited group management report as well as other documents
Section 328 (1) HGB for the electronic reporting format. We do not to be published to the operator of the German Federal Gazette
express any opinion on the information contained in this reproduc- (Bundesanzeiger).
tion nor on any other information contained in the above-mentioned
file beyond this reasonable assurance opinion and our audit opinion The supervisory board is responsible for overseeing the preparation
on the a ­ ccompanying consolidated financial statements and the of the ESEF documents as part of the financial reporting process.
accompanying group management report for the financial year from
January 1, 2020 to December 31, 2020 contained in the “Report on Our objective is to obtain reasonable assurance about whether the
the Audit of the Consolidated Financial Statements and the Group ESEF documents are free from material intentional or unintentional
Management Report” above. non-compliance with the requirements of Section 328 (1) HGB.

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Independent Auditor’s Report

Further Information pursuant to Article 10 of the EU Audit German Public Auditor Responsible for the Engagement
Regulation
We were elected as group auditor by the annual general meeting on The German Public Auditor responsible for the engagement is
June 18, 2020. We were engaged by the Chairwomen of the audit Dr. Stephanie Dietz.
committee on September 7, 2020. We have been the group auditor
of BASF SE without interruption since the financial year 2006.

We declare that the opinions expressed in this auditor’s report are Frankfurt am Main, February 23, 2021
consistent with the additional report to the audit committee pursuant
to Article 11 of the EU Audit Regulation (long-form audit report). KPMG AG
Wirtschaftsprüfungsgesellschaft
[Original German version signed by:]

Sailer
Wirtschaftsprüfer
[German Public Auditor]

Dr. Dietz
Wirtschaftsprüferin
[German Public Auditor]

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Statement of Income

Statement of Income
BASF Group
Statement of income
Million €
Explanations in Note 2020 2019
Sales revenue [7] 59,149 59,316
Cost of sales [7] –44,040 –43,061
Gross profit on sales 15,109 16,255

Selling expenses [8] –7,497 –7,912

General administrative expenses [8] –1,228 –1,310
Research and development expenses [8] –2,086 –2,158
Other operating income [9] 1,399 2,095
Other operating expenses [9] –6,108 –3,034
Income from integral companies accounted for using the equity method [10] 220 265
Income from operations [5] –191 4,201

Income from non-integral companies accounted for using the equity method [10] –925 –149
Income from other shareholdings 157 33
Expenses from other shareholdings –141 –78
Net income from shareholdings –909 –194

Interest income 164 183

Interest expenses –537 –648
Interest result –373 –465
Other financial income 118 81
Other financial expenses –207 –321
Other financial result –89 –240
Financial result [11] –462 –705

Income before income taxes –1,562 3,302

Income taxes [12] 91 –756
Income after taxes from continuing operations –1,471 2,546
Income after taxes from discontinued operations [3] 396 5,945
Income after taxes –1,075 8,491

Noncontrolling interests [13] 15 –70

Net income –1,060 8,421

Earnings per share from continuing operations (€) [6] –1.58 2.72
Earnings per share from discontinued operations (€) [6] 0.43 6.45
Earnings per share (€) [6] –1.15 9.17
Dilution effect (€) [6] 0.00 –0.02
Diluted earnings per share (€) [6] –1.15 9.15

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Statement of Income and Expense Recognized in Equity

Statement of Income and Expense Recognized in Equity

BASF Group
Statement of comprehensive incomea
Million €
BASF Group

2020 2019

Income after taxes –1,075 8,491

Remeasurement of defined benefit plansb –1,376 –706

Deferred taxes on the remeasurement of defined benefit plans 422 359
Remeasurement of defined benefit plans from investments accounted for using the equity method (after taxes) –19 –46
Nonreclassifiable gains/losses –973 –393
Unrealized gains/losses in connection with cash flow hedges 14 25
Reclassification of realized gains/losses recognized in the statement of income in connection with cash flow hedges 65 54
Unrealized gains/losses from currency translation –1,612 481
Reclassification of realized gains/losses from currency translation recognized in the statement of income 71 834
Deferred taxes on reclassifiable gains/losses –5 –28
Reclassifiable gains/losses after taxes from investments accounted for using the equity method (after taxes) –1,286 –9
Reclassifiable gains/losses –2,753 1,357

Other comprehensive income after taxes –3,726 964

of which attributable to shareholders of BASF SE –3,677 949
attributable to noncontrolling interests –49 15

Comprehensive income –4,801 9,455

of which attributable to shareholders of BASF SE –4,737 9,370
attributable to noncontrolling interests –64 85

a For more information on other comprehensive income, see Note 20 on page 278 of the Notes
b For more information on the remeasurement of defined benefit plans, see Note 22 from page 282 onward

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Balance Sheet

Balance Sheet
BASF Group
Assets
Million €
Explanations in Note December 31, 2020 December 31, 2019

Intangible assets [14] 13,145 14,525

Property, plant and equipment [15] 19,647 21,792

Integral investments accounted for using the equity methoda [10] 1,878 1,885

Non-integral investments accounted for using the equity method a

[10] 10,874 13,123

Other financial assets [10] 582 636

Deferred tax assets [12] 3,386 2,887

Other receivables and miscellaneous assets [18] 912 1,112

Noncurrent assets 50,424 55,960

Inventories [17] 10,010 11,223

Accounts receivable, trade [18] 9,466 9,093

Other receivables and miscellaneous assets [18] 4,673 3,790

Marketable securities 207 444

Cash and cash equivalentsb [1] 4,330 2,427

Assets of disposal groups [3] 1,182 4,013

Current assets 29,868 30,990

Total assets 80,292 86,950

a In order to increase transparency on the reporting of BASF, companies accounted for using the equity method that are not an integral part of the BASF Group are classified as pure financial investments and are shown separately on the balance sheet as of January 1, 2020. For more information, see the Notes to the Consolidated Financial
­Statements from page 228 onward
b For a reconciliation of the amounts in the statement of cash flows with the balance sheet item cash and cash equivalents, see page 226.

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Balance Sheet

Equity and liabilities

Million €
Explanations in Note December 31, 2020 December 31, 2019

Subscribed capital [19] 1,176 1,176

Capital reserves [19] 3,115 3,115

Retained earnings [19] 37,911 42,056

Other comprehensive income [20] –8,474 –4,850

Equity attributable to shareholders of BASF SE 33,728 41,497

Noncontrolling interests [13] 670 853

Equity 34,398 42,350

Provisions for pensions and similar obligations [22] 8,566 7,683

Deferred tax liabilities [12] 1,447 1,764

Tax provisions 587 516

Other provisions [23] 1,484 1,340

Financial indebtedness [21] 15,819 15,015

Other liabilities [21] 1,711 1,678

Noncurrent liabilities 29,614 27,996

Accounts payable, trade [21] 5,291 5,087

Provisions [23] 2,825 2,938

Tax liabilities [12] 988 756

Financial indebtedness [21] 3,395 3,362

Other liabilities [21] 3,440 3,427

Liabilities of disposal groups [3] 341 1,034

Current liabilities 16,280 16,604

Total equity and liabilities 80,292 86,950

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Statement of Cash Flows

Statement of Cash Flows

BASF Group
Statement of cash flowsa
Million €
2020 2019
Net income –1,060 8,421
Depreciation and amortization of property, plant and equipment and intangible assets 6,751 4,218
Changes in inventories 849 479
Changes in receivables –2,176 25
Changes in operating liabilities and other provisions 927 906
Changes in pension provisions, defined benefit assets and other items 137 –5,941
Gains (–) / losses (+) from the disposal of noncurrent assets and securities –15 –634
Cash flows from operating activities 5,413 7,474

Payments made for property, plant and equipment and intangible assets –3,129 –3,824
Payments made for financial assets and securities –877 –1,126
Payments made for acquisitions –1,240 –239
Payments received for divestitures 2,520 2,600
Payments received from the disposal of noncurrent assets and securities 822 1,399
Cash flows from investing activities –1,904 –1,190

Capital increases/repayments and other equity transactions 3 1

Additions to financial and similar liabilities 15,135 10,357
Repayment of financial and similar liabilities –13,555 –13,699
Dividends paid
To shareholders of BASF SE –3,031 –2,939
noncontrolling interests –108 –125
Cash flows from financing activities –1,556 –6,405
Cash-effective changes in cash and cash equivalents 1,953 –121

Changes in cash and cash equivalents

From foreign exchange rates –81 37
changes in the scope of consolidation 8 20
Cash and cash equivalents at the beginning of the yearb 2,455 2,519
Cash and cash equivalents at the end of the yearb 4,335 2,455

a The statement of cash flows is explained in the Management’s Report (Financial Position) on page 63.
b In 2020 and 2019, cash and cash equivalents presented in the statement of cash flows deviate from the figures in the balance sheet. For explanations and other disclosures on the statement of cash flows, see Note 27 from page 304 onward.

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Statement of Changes in Equity

Statement of Changes in Equity

BASF Group
Statement of changes in equity 2020a
Million €
Remeasure-
ment of Equity
defined Measurement Other com- attributable to Non-­
Subscribed Capital Retained benefit Currency of securities at Cash flow prehensive shareholders controlling
capital reserves earnings plans translation fair value hedges incomeb of BASF SE interests Equity

As of January 1, 2020 1,176 3,115 42,056 –5,618 798 5 –35 –4,850 41,497 853 42,350

Dividends paid – – –3,031 – – – – – –3,031 –108c –3,139

Income after taxes – – –1,060 – – – – – –1,060 –15 –1,075

Other comprehensive income after taxes – – – –973 –2,598 2 –108 –3,677 –3,677 –49 –3,726

Changes in scope of consolidation and other changes – – –54 53 – – – 53 –1 –11 –12

As of December 31, 2020 1,176 3,115 37,911 –6,538 –1,800 7 –143 –8,474 33,728 670 34,398

Statement of changes in equity 2019a

Million €
Remeasure-
ment of Equity
defined Measurement Other com- attributable to Non-­
Subscribed Capital Retained benefit Currency of securities at Cash flow prehensive shareholders controlling
capital reserves earnings plans translation fair value hedges incomeb of BASF SE interests Equity

As of January 1, 2019 1,176 3,118 36,699 –5,365 –466 5 –113 –5,939 35,054 1,055 36,109

Dividends paid – – –2,939 – – – – – –2,939 –125c –3,064

Income after taxes – – 8,421 – – – – – 8,421 70 8,491

Other comprehensive income after taxes – – – –393 1,264 – 78 949 949 15 964

Changes in scope of consolidation and other changes – –3d –125 140 – – – 140 12 –162 –150

As of December 31, 2019 1,176 3,115 42,056 –5,618 798 5 –35 –4,850 41,497 853 42,350

a For more information on the items relating to equity, see Notes 19 and 20 from page 277 onward
b Details are provided in the Statement of Income and Expense Recognized in Equity on page 223
c Including profit and loss transfers
d Granting of BASF shares under BASF’s “plus” share program

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Notes

Notes One change arose with respect to the presentation of some of the
investments accounted for using the equity method that are not an
Amendments to IAS 1 – Presentation of Financial
­Statements and IAS 8 – Accounting Policies, Changes in
integral part of the BASF Group. Income from non-­ integral ­Accounting Estimates and Errors
1  Summary of accounting policies ­companies accounted for using the equity method is no longer The amendments issued by the IASB on October 31, 2018 provide
presented in the BASF  Group’s EBIT, but under net income from a uniform and more precise definition of the materiality of information
shareholdings. Due to its increased significance, this will be provided in the financial statements, together with accompanying
1.1  General information ­presented as a separate subtotal within income before income taxes examples. In this connection, the definitions in the Conceptual
and is no longer part of the financial result. Integral and non-integral Framework, IAS 1, IAS 8 and the IFRS Practice Statement 2 (Making
BASF SE (registered at the district trade register, or Amtsgericht, for investments accounted for using the equity method will also be Materiality Judgements) were harmonized. The amendments were
Ludwigshafen am Rhein, number HRB  6000) is a publicly listed shown separately in the balance sheet. The statement of income for endorsed by the E.U. on November 29, 2019. They had no material
corporation headquartered in Ludwigshafen am Rhein, Germany. Its 2019 has been restated accordingly. effect on the reporting of BASF.
official address is Carl-Bosch-Str. 38, 67056 Ludwigshafen am For more information, see Note 1.3 from page 230 onward and Note 10 from page 253 onward
Rhein, Germany. Amendments to IFRS 9 – Financial Instruments, IAS 39 –
On February 23, 2021, the Board of Executive Directors prepared ­Financial Instruments: Recognition and Measurement, and
The Consolidated Financial Statements of BASF SE as of Decem- the Consolidated Financial Statements, submitted them to the IFRS 7 – Financial Instruments: Disclosures – Interest Rate
ber  31, 2020, have been prepared in accordance with the Inter­ ­Supervisory Board for review and approval, and released them for Benchmark Reform
national Financial Reporting Standards (IFRS) of the International publication. The IASB issued amendments to IFRS  9, IAS  39 and IFRS  7 on
Accounting Standards Board (IASB), and section  315e (1) of the September  26, 2019, completing Phase  1 of the Interest Rate
German Commercial Code (HGB). IFRSs are generally only applied 1.2  Changes in accounting principles Benchmark Reform project. The amendments relate to existing
after they have been endorsed by the European Union. For the 2020 uncertainties surrounding the interest rate benchmark reform.
­
fiscal year, all of the binding IFRSs and pronouncements of the Accounting policies applied for the first time in 2020 According to the original hedge accounting policies, pending
­
­International Financial Reporting Interpretations Committee (IFRIC) ­adjustments to interest rate benchmarks would, in many cases,
were applied. The Consolidated Financial Statements are for the Amendments to References to the Conceptual Framework have resulted in an end to hedging relationships. The amendments
period from January  1, 2020 to December  31, 2020 and are in IFRS Standards to IFRS 9 and IAS 39 ensure the continuity of hedging relationships
­presented in euros. They are written in German and translated into The amendments update references to and quotes from the despite existing uncertainties regarding interest rate benchmarks,
English. All amounts, including the figures for previous years, are ­Conceptual Framework and were endorsed by the E.U. on Novem- for example by defining that the highly probable requirement is
given in million euros unless otherwise indicated. ber  29, 2019. The revised Conceptual Framework issued on ­always considered to be met. In connection with the amendments
March 29, 2018 replaces the previous Conceptual Framework from to IFRS  9 and IAS  39, disclosure requirements were added to
The individual financial statements of the consolidated companies 2010. The main changes primarily relate to the definition, recognition IFRS  7. The amendments were endorsed by the E.U. on Janu-
are prepared as of the balance sheet date of the Consolidated and measurement of assets and liabilities, as well as the differentia- ary 15, 2020. This change did not have a material impact on BASF
­Financial Statements. Business continuity is assumed regardless of tion between income and expense and other comprehensive as no hedging relationships affected by interest rate benchmarks
the economic impact of the coronavirus pandemic. The accounting income. They had no material effect on BASF’s Consolidated
­ were subject to hedge accounting.
policies applied are largely the same as those used in 2019. ­Financial Statements.

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Notes

Amendments to IFRS 3 – Business Combinations Amendments to IFRS 4 – Insurance Contracts – Extension of IFRSs and IFRICs not yet to be considered and not yet
The amendments issued on October  22, 2018 specify that a Temporary Exemption from Application of IFRS 9 ­endorsed by the E.U.
­business is a set of activities and assets with at least one input and The amendments to IFRS 4 issued on June  25,  2020 are aligned
one substantive process that together significantly contribute to the with the two-year postponement of the date on which IFRS 17 will The IASB issued further amendments to standards and interpre­
ability to create outputs. Outputs are defined as the provision of come into force to reporting periods beginning on or after Janu- tations which are still subject to E.U. endorsement and whose
goods and services to customers. The existing reference to cost ary  1,  2023. They include an analog extension of the temporary ­application is not yet mandatory. These amendments are unlikely to
reduction as a characteristic of business combinations was ­exemption period for certain insurance companies from application have a material impact on the reporting of BASF. BASF does not
­removed. In addition, the new provisions also contain an optional of IFRS 9 – Financial Instruments, requiring these insurance com­ plan on early adoption of these amendments.
concentration test designed to simplify identification of a business. panies to apply IFRS 9 for the first time in fiscal years beginning on
The modified definition was endorsed by the E.U. on April 21, 2020. or after January 1, 2023. The amendments were endorsed by the Amendments to IAS 1 – Presentation of Financial
These amendments had no material effect on the reporting of BASF. E.U. on December 15, 2020 and are to be applied for the first time ­Statements – Classification of Liabilities
on or after January 1, 2021. The IASB issued amendments to IAS 1 on January  23,  2020. The
Amendments to IFRS 16 – Leases Relating to Coronavirus-­ amendments pertain to a limited modification of the relevant criteria
Related Rent Concessions Amendments to IFRS 9 – Financial Instruments, IAS 39 – used to classify liabilities as current or noncurrent. They specify that
On May 28, 2020, the IASB issued an amendment to IFRS 16 aimed ­Financial Instruments: Recognition and Measurement, the classification of liabilities as current depends on the company’s
at simplifying lessees’ accounting of concessions, such as IFRS 7 – Financial Instruments: Disclosures, IFRS 4 – rights as of the balance sheet date to postpone settlement of the
­deferments of rent payment or deductions in rent prices, which are ­Insurance Contracts, and IFRS 16 – Leases – Interest Rate ­liability by a minimum of 12 months after the end of the reporting
granted as a direct result of the coronavirus pandemic. If certain Benchmark Reform – Phase 2 period. If such rights exist, the liability is classified as noncurrent.
requirements are met, lessees may forego the determination of
­ The amendments from phase 2 of the Interest Rate Benchmark Otherwise, it is classified as current. Classification is irrespective of
whether a coronavirus-related rent concession presents a Reform, which were issued on August  27, 2020, are intended to management’s expectations and of possible events after the ­balance
modification of the lease agreement. These amendments were
­ simplify accounting during the IBOR reform. They supplement the sheet date. It also specifies that settlement of a liability is defined as
­endorsed by the E.U. on October  9,  2020. They had no material requirements from the first phase and generally deal with the the repayment of a liability using cash, other economic resources or
effect on BASF. replacement of one benchmark interest rate with another. With
­ a company’s own equity instruments. The IASB issued a further
­respect to the presentation of financial instruments, it was clarified amendment on July 15, 2020 whereby the date of initial application
IFRSs and IFRICs not yet to be considered but already that in the case of changes to contractual cash flows, the carrying of the amendment on classification of liabilities will be postponed by
­endorsed by the E.U. amount of financial instruments is not to be adjusted or derecog- one year to January 1, 2023 – subject to endorsement by the E.U.
nized. Under certain conditions, the effective interest rate can be
The effects on the BASF Group financial statements of the IFRSs changed to reflect the change in the alternative interest rate
and IFRICs not yet in force in 2020 but already endorsed by the ­benchmark. Similarly, with respect to the accounting treatment of
European Union were reviewed and are explained below. BASF hedging transactions, under certain conditions, it is not necessary to
currently assumes that they will have no material effect on the end a hedge accounting relationship designated for hedge account-
Consolidated Financial Statements. It does not plan on early
­ ing purposes due to changes arising from the IBOR reform. In
­adoption of these amendments. ­addition, minor changes to IFRS 16 and IFRS 4 as well as additional
IFRS  7 disclosure requirements were adopted. The amendments
were endorsed by the E.U. on January 13, 2021 and will come into
force for fiscal years beginning on or after January 1, 2021.

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Notes

Amendments to IFRS 3 – Business Combinations, IAS 16 – IFRS 17 – Insurance Contracts, including amendments to 1.3  Group accounting principles
Property, Plant and Equipment, IAS 37 – Provisions, IFRS 17
­Contingent Liabilities and Contingent Assets as well as On March  18,  2020, the IASB decided to postpone the date on Scope of consolidation: The scope of consolidation is based on
­Annual Improvements to IFRS 2018–2020 which IFRS 17 will enter into force to fiscal years beginning on or the application of the standards IFRS 10 and 11.
These amendments were issued on May 14, 2020 and – subject to after January 1, 2023. The amendment was issued on June 25, 2020.
E.U. endorsement – will come into force on January 1, 2022. It has not yet been endorsed by the E.U. IFRS 17 was issued on According to IFRS 10, a group consists of a parent entity and the
May 18, 2017 and provides requirements on recognition, measure- subsidiaries controlled by the parent. “Control” of an investee
The amendments to IFRS 3 include an update of the reference to ment and presentation of insurance contracts within the scope of ­assumes the simultaneous fulfillment of the following three criteria:
the Conceptual Framework in IFRS standards. Furthermore, an the standard. IFRS 17 will replace IFRS 4. –– The parent company holds decision-making power over the
­additional provision will be added to IFRS 3 stating that an acquirer ­relevant activities of the investee
must apply the provisions from IAS 37 and IFRIC 21 rather than the Amendments to IAS 1 – Presentation of Financial State- –– The parent company has rights to variable returns from the
Conceptual Framework when identifying assumed liabilities within ments and IFRS Practice Statement 2 – Making Materiality ­investee
the scope of these standards. The content of the accounting rules Judgements –– The parent company can use its decision-making power to affect
for business combinations will not change. The amendments were issued on February 12, 2021. The the variable returns
­amendments to IAS 1 – Disclosure of Accounting Policies – requires
The amendments to IAS  16 specify that income received by a that only material accounting policies shall be disclosed in the notes Based on corporate governance and any additional agreements,
­company through the sale of items produced while the asset is in the future. Accounting policy information is material if it relates to companies are analyzed for their relevant activities and variable
being brought to its location and into working order must be
­ material transactions or events and there is a reason to consider ­returns, and the link between the variable returns and the extent to
­recognized with the associated costs in profit or loss. Including materiality (for example a change in accounting policy). The which their relevant activities could be influenced.
these items in the cost of the asset is not permissible. ­guidelines in IFRS Practice Statement 2 were accordingly adjusted.
The amendments are to be applied in the fiscal year beginning on or According to IFRS  11, which regulates the accounting of joint
The amendments to IAS 37 pertain to the definition of the costs a after January 1, 2023 - subject to endorsement by the E.U. The ­arrangements, a distinction must be made between joint ventures
company includes when determining if a contract will cause losses. ­effect on the reporting of BASF will be examined. and joint operations. In the case of a joint venture, the parties that
Accordingly, settlement costs are all costs that would not be have joint control of a legally independent company have rights to
­incurred without the contract (incremental cost) as well as other Amendments to IAS 8 – Accounting Policies, Changes in the net assets of that arrangement. In joint operations, the parties
costs directly attributable to the contract. ­Accounting Estimates and Errors that have joint control have direct rights to the assets and obligations
The amendments issued on February 12, 2021, clarify how entities for the liabilities relating to the arrangement. This requirement is
The annual improvements to IFRS 2018–2020 pertain to amend- can better distinguish between changes resulting from changes in particularly fulfilled if the production output of the joint arrangement
ments to IFRS 9 – Financial Instruments, whereby only such costs accounting policies from changes in accounting estimates. For this is almost entirely transferred to the partners, through which the
and fees which are paid to the lender by the company and vice purpose, accounting estimates are defined as “monetary amounts partners guarantee the joint arrangements’ ongoing financing.
versa are to be included in the “10% test” for the purpose of in financial statements that are subject to measurement u
­ ncertainty”.
derecognition of financial liabilities. Costs or fees paid to other third The amendments are to be applied in the fiscal year beginning on or Companies whose corporate governance structures classify them
parties may not to be included. Moreover, they pertain to minor after January  1,  2023 – subject to endorsement by the E.U. The as joint arrangements are analyzed to determine if they meet the
amendments to IFRS  1 – First-Time Adoption of International ­effect on the reporting of BASF will be examined. criteria for joint ventures or joint operations in accordance with
­Financial Reporting Standards, IAS  41 – Agriculture, and to the IFRS 11. Should the arrangement be structured through a separate
­explanatory examples of IFRS 16 – Leases. vehicle, its legal form, contractual arrangements and all other facts
and circumstances are reviewed.

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Notes

In addition to BASF  SE, the Consolidated Financial Statements Consolidation methods: Assets and liabilities of consolidated Translation of foreign currency financial statements: The
include all material subsidiaries on a fully consolidated and all
­ companies are uniformly recognized and measured in accordance ­translation of foreign currency financial statements depends on the
material joint operations on a proportionally consolidated basis.
­ with the principles described herein. For companies accounted for functional currency of the consolidated companies. For companies
Companies whose business is dormant or of low volume, and are of using the equity method, material deviations in measurement whose functional currency is not the euro, translation into the
minor importance for the presentation of a true and fair view of the resulting from the application of other accounting principles are
­ ­reporting currency is based on the closing rate method: Balance
net assets, financial position and results of operations, are not ­adjusted for. sheet items are translated into euros using closing rates on the
­consolidated, but rather are reported under other shareholdings. ­balance sheet date; expenses and income are translated into euros
These companies are carried at amortized cost and are written Transactions between consolidated companies as well as at monthly average rates and accumulated for the year. The
down in the case of an impairment. The aggregate assets and e­ quity intercompany profits resulting from trade between consolidated
­ ­difference between a company’s translated equity at historical rates
of these companies amount to less than 1% of the corresponding companies are eliminated in full. Sales and material other balances at the time of acquisition or retention and its equity at closing rates
value at Group level. and transactions between joint operations and fully consolidated on the b­ alance sheet date is reported under other comprehensive
Group companies are eliminated. Material intercompany profits income (translation adjustments) and is recognized in the income
Joint ventures and associated companies are accounted for using ­related to companies accounted for using the equity method are statement only upon the company’s disposal.
the equity method in the Consolidated Financial Statements. eliminated.
­Associated companies are entities that are not subsidiaries, joint For certain companies outside the eurozone or U.S. dollar zone, the
ventures or joint operations, and over whose operating and financial Capital consolidation is conducted at the acquisition date according euro or U.S. dollar is the functional currency. In such cases, financial
policies significant influence can be exercised. In general, this to the purchase method. Initially, all assets, liabilities and additional statements prepared in the local currency are translated into the
­applies to companies in which BASF has an investment of between intangible assets that are to be capitalized are measured at fair functional currency using the temporal method: All nonmonetary
20% and 50%. Associated companies and joint ventures that are ­value. Subsequently, the cost of acquiring the company is c ­ ompared assets and related depreciation and amortization as well as equity
fully or predominantly allocated to operating divisions are classified with the proportional share of the fair value of the net assets are translated at the exchange rate applying to the respective
as integral because they are integrated into the value chain of the acquired. The resulting positive differences are capitalized as
­ transactions. All other balance sheet items are translated using
­
respective division; are controlled by the divisions; and they g
­ enerate goodwill. Negative differences are reviewed once more, then
­ closing rates on the balance sheet date; other expenses and income
their income in close cooperation with the other assets of the BASF ­recognized directly in the income statement. are translated at monthly average rates. The resulting translation
Group and/or of these divisions. Equity-accounted income from differences are recognized in the income statement under other
­integral joint ventures or associated companies is reported as part of The incidental acquisition costs of a business combination are rec- operating income or expenses. If necessary, financial statements in
income from operations (EBIT). ognized in the income statement under other operating expenses. the functional currency are translated into the presentation currency
according to the closing rate method.
Equity-accounted income from non-integral joint ventures or Foreign currency translation: The cost of assets acquired in
­associated companies is reported in net income from shareholdings. ­foreign currencies and revenue from sales in foreign currencies are
For more information, see Note 10 from page 253 onward determined by the exchange rate on the date the transaction is
recognized. Foreign currency receivables and liabilities are valued at
the exchange rates on the balance sheet date. Changes in assets
and liabilities arising from foreign currency translation are recognized
in the income statement and reported under other operating income
or expenses, other financial result, and in the case of financial assets
measured at fair value through other comprehensive income, in
other comprehensive income.

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Notes

Selected exchange rates Groups of assets and liabilities held for sale (disposal groups): cash flows in the context of impairment tests and purchase price
EUR 1 equals These comprise those assets and directly associated liabilities allocations; the useful lives of depreciable property, plant and
Closing rates Average rates shown separately on the balance sheet whose sale in the context of ­equipment and intangible assets; the carrying amount of sharehold-
Dec. 31, Dec. 31, a single transaction is highly probable. A transaction is assumed to ings; and the measurement of provisions for items such as employee
2020 2019 2020 2019
be highly probable if there are no significant risks of completion of benefits, warranties, trade discounts, environmental protection and
Brazil (BRL) 6.37 4.52 5.89 4.41 the transaction, which usually requires the conclusion of binding taxes. Although uncertainty is appropriately incorporated in the
China (CNY) 8.02 7.82 7.87 7.74 contracts. The assets and liabilities of disposal groups are recog- ­valuation factors, actual results can differ from these estimates.
United Kingdom (GBP) 0.90 0.85 0.89 0.88 nized at the lower of the sum of their carrying amounts or fair value
less costs to sell; this does not apply to assets that do not fall under Impairment tests on assets are carried out whenever certain
Japan (JPY) 126.49 121.94 121.85 122.01
the valuation principles of IFRS 5. Depreciation of noncurrent assets ­triggering events indicate potential impairment. External triggering
Malaysia (MYR) 4.93 4.60 4.80 4.64
and the use of the equity method are suspended. events include, for example, changes in customer industries,
Mexico (MXN) 24.42 21.22 24.52 21.56 technologies used and economic downturns. Internal triggering
­
Norway (NOK) 10.47 9.86 10.72 9.85 Discontinued operations: These are classified as held for sale and events for an impairment test include lower product profitability,
Russia (RUB) 91.47 69.96 82.72 72.46 are presented as discontinued operations in BASF’s Consolidated planned restructuring measures or physical damage to assets.
Switzerland (CHF) 1.08 1.09 1.07 1.11
Financial Statements in accordance with IFRS 5. Until closing, the ­Impairment tests entail a comparison of the carrying amount and the
income after taxes of discontinued operations is shown in income recoverable amount. The recoverable amount is the higher of fair
South Korea (KRW) 1,336.00 1,296.28 1,345.58 1,305.32
after taxes of the BASF Group as a separate item (income after value less costs to sell and the value in use. As a rule, value in use is
United States (USD) 1.23 1.12 1.14 1.12
taxes from discontinued operations). In addition, the assets and determined using the discounted cash flow method. The estimation
­liabilities of the discontinued operations are reclassified to a dispos- of cash flows and the assumptions used consider all information
al group (assets or liabilities of disposal groups). The statement of available on the respective balance sheet date on the future
1.4  Accounting policies cash flows is not restated. The activities of discontinued operations ­development of the operating business. Actual future developments
are not allocated to any reportable segment in financial reporting. may vary. Impairment testing relies upon the cash-generating unit’s
The accounting policies for the individual items in the Balance Sheet For more information, see Note 3 from page 235 onward and Note 5 from page 241 onward long-term earnings forecasts, which are based on macroeconomic
and the Statement of Income are presented in the respective trends. The weighted average cost of capital (WACC) based on the
­sections of the Notes. Use of estimates and assumptions in preparing the capital asset pricing model plays an important role in impairment
­Consolidated Financial Statements testing. It comprises a risk-free interest rate, the market risk ­premium
Business combinations: In business combinations, the acquired and an industry-specific spread for the credit risk. Additional
assets and liabilities are recognized at fair value on the date the The carrying amount of assets, liabilities and provisions, contingent ­important assumptions are the forecasts for the detailed planning
­acquirer effectively obtains control. The fair value of acquired assets liabilities and other financial obligations reported in the Consolidated period and the terminal growth rates used. Fair value less costs to
and assumed liabilities at the date of acquisition, as well as the Financial Statements depends on the use of estimates, assumptions sell must be determined for the impairment test of disposal groups;
useful lives of the acquired assets, are determined on the basis of and discretionary scope. Specific estimates or assumptions used in specific assumptions relating to the respective transaction must be
assumptions. Measurement is largely based on projected cash individual accounting or valuation methods are disclosed in their made for this determination.
flows. Actual cash flows can deviate significantly from those. respective sections of the Notes to the Consolidated Financial
­ For more information, see Note 3 from page 235 onward and Note 14 from page 264 onward
­Independent external appraisals are typically used for the purchase Statements. They are based on the circumstances and estimates on
price allocation of material business combinations. Valuations in the the balance sheet date and thus affect the amounts of income and
course of business combinations are based on existing information expenses shown for the reporting periods presented. These
as of the acquisition date. assumptions primarily relate to the determination of discounted
­

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Notes

An impairment is recognized if the recoverable amount of the asset 2  Scope of consolidation ­ urope, six in North America, 11 in Asia Pacific and two in South
E
is lower than the carrying amount. The impaired asset (excluding America, Africa, Middle East
goodwill) is written down by the amount of the difference between 2.1  Changes in scope of consolidation
these amounts. First-time consolidations in 2019 comprised:
As of December 31, 2020, a total of 282 companies were included, –– One acquired company with headquarters in Europe
The goodwill impairment test is based on cash-generating units. At either proportionally or fully, in the scope of consolidation of the –– One newly established company with headquarters in Asia Pacific
BASF, these largely correspond to the business units, or in ­individual Consolidated Financial Statements (December  31,  2019: 302). Of –– Five companies that had not been consolidated at the time of
cases the divisions. If there is a need for impairment, the existing these, 43 companies were first-time consolidations (2019: seven). initial inclusion in the Consolidated Financial Statements with
goodwill is, if necessary, completely written off as a first step. If there Since the beginning of 2020, a total of 63  companies (2019: 36) headquarters in Europe (three, two of those in Germany) and in
is further need for impairment, this is allocated to the remaining were deconsolidated due to divestiture, merger, liquidation or Asia Pacific (two)
assets of the cash-generating unit. Goodwill impairments are
­ ­immateriality.
­reported under other operating expenses. Twelve companies were added to the scope of consolidation in
First-time consolidations in 2020 comprised: 2020 as part of the acquisition of Solvay’s polyamide business.
For planning purposes, BASF assumes an oil price of $50/bbl (Brent) –– Four acquired companies with headquarters in Europe (one of
and for gas of approximately €14/MWh (roughly $5/mmBtu) in 2021. those in Germany), one in North America, one in South America, Fifty-four companies were deconsolidated as a result of the
Africa, Middle East, and three in Asia Pacific ­divestiture of construction chemicals activities in 2020.
–– One newly established company with headquarters in Europe,
two newly established companies in Asia Pacific, and one newly A list of the companies included in the Consolidated Financial
established company with headquarters in South America, Africa, Statements and of all companies in which BASF SE has a
­
Middle East shareholding as required by section 313(2) of the German
­
–– Eleven companies that had not been consolidated at the time of ­Commercial Code (HGB) is provided in the list of shares held.
initial inclusion in the Consolidated Financial Statements in For more information, see Note 4 on page 241
For more information, see basf.com/en/corporategovernance

Scope of consolidation

South America,
Of which North Africa,
Europe Germany ­America Asia Pacific Middle East 2020 2019

As of January 1 152 50 46 74 30 302 331

of which proportionally consolidated 5 – – 2 – 7 8
First-time consolidations 16 1 7 16 4 43 7
of which proportionally consolidated 2 – – – – 2 –
Deconsolidations 25 6 14 14 10 63 36
of which proportionally consolidated – – – – – – 1
As of December 31 143 45 39 76 24 282 302
of which proportionally consolidated 7 – – 2 – 9 7

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Notes

Overview of impact of changes to the scope of consolidation (excluding acquisitions and divestitures) 2.3  Joint ventures and associated companies

2020 2019 Companies over which BASF exercises a significant influence or

Million € % Million € % which are jointly controlled with a partner and not classified as a joint
Sales –3 0.0 11 0.0 operation are accounted for using the equity method in accordance
with IAS 28 (associated companies) and IFRS 11 (joint ventures).

Noncurrent assets 12 0.0 44 0.1

Since 2020, a distinction between shareholdings accounted for
of which property, plant and equipment 39 0.2 13 0.1 using the equity method in integral and those in non-integral
­
Current assets –23 0.1 –1 0.0 ­companies has been made.
of which cash and cash equivalents 7 0.2 21 0.9

Assets –11 0.0 43 0.0

The material equity-accounted shareholding that has been classified
as integral is BASF-YPC Company Ltd., Nanjing, China, in which
BASF and Sinopec each hold 50%, and which operates the ­Verbund
Equity –5 0.0 20 0.0
site in Nanjing.
Noncurrent liabilities 1 0.0 –1 0.0

of which financial indebtedness – – – – The material non-integral shareholding is Wintershall Dea GmbH,
Current liabilities –7 0.0 24 0.1 Kassel/Hamburg, Germany. The company, which has been in
­existence since May  1,  2019 and in which BASF holds 72.7%, is
of which financial indebtedness 1 0.0 – –
considered a joint venture because BASF and its partner LetterOne
Total equity and liabilities –11 0.0 43 0.0
defined the decision-making processes in the governing bodies as
Other financial obligations – – – – such that neither party alone can control the relevant activities.

Stahl Lux 2 S.A., Luxembourg (BASF interest: 16.32%) is classified

2.2  Joint operations BASF controls these companies jointly with the respective partner. as an associated company as BASF can exercise significant
The ­ companies sell their products directly to the partners. The ­influence over the company in a number of relevant board decisions.
The joint operations include, in particular: ­partners ensure ongoing financing of the companies by purchasing For more information, see BASF Group list of shares held under basf.com/en/corporategovernance
–– Ellba C.V., Rotterdam, Netherlands, which is jointly operated with the p­ roduction. The companies were therefore classified as joint
Shell for the production of propylene oxide and styrene monomer ­operations in accordance with IFRS 11.
–– BASF DOW HPPO Production B.V.B.A., Antwerp, Belgium, which
is jointly operated with Dow for the production of propylene oxide AO Achimgaz, Novy Urengoy, Russia, which was jointly operated
–– Butachimie SNC, Chalampé, France, which is jointly operated with Gazprom for the production of natural gas and condensate,
with Invista for the production of adiponitrile (ADN) and was derecognized in connection with the deconsolidation of the oil
­hexa­methylenediamine (HMD) and gas business as of April 30, 2019.
–– Alsachimie S.A.S., Chalampé, France, which is jointly operated
with Domo Chemicals for the production of adipic acid

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Notes

3  Acquisitions and divestitures lion in income from operations in the 2020 fiscal year. Including Purchase price allocation for the acquisition of assets and liabilities from
Solvay
Solvay’s businesses and assets in BASF’s Consolidated Financial
Acquisitions Statements as of January 1, 2020 would have resulted in a sales Million €
Fair value as of
revenue ­contribution of €792 million and in income from opera- date of acquisition
In 2020, BASF acquired the following activity: tions of –€104 million. These pro forma data are for comparison Goodwill 20
–– BASF closed the acquisition of Solvay’s polyamide business purposes. They are not necessarily values that would have
­ Other intangible assets 670
(PA 6.6) on January 31, 2020. Domo Chemicals, Leuna, ­Germany, ­resulted had the transaction taken place as of January 1, 2020 Property, plant and equipment 559
was approved by the E.U. Commission as the buyer of the and are not s­ uitable for forecasting future developments or events. Integral investments accounted for using the equity method –
­European polyamide business, which could not be acquired by The ­majority of ­total goodwill is not tax deductible. Non-integral investments accounted for using the equity method –
BASF under the conditions imposed by the authorities. The Other financial assets –
­transaction broadens BASF’s polyamide capabilities with innova- In 2019, BASF acquired the following activity: Deferred taxes 105
tive products. It also enhances the company’s access to growth –– BASF acquired 100% of shares in Isobionics  B.V., Geleen, Other receivables and miscellaneous assets 3
markets in Asia as well as in North and South America. Through ­Netherlands, on September  26, 2019. The company develops Noncurrent assets 1,357
the backward integration into the key raw material adiponitrile and produces a wide range of natural flavors and fragrances with Inventories 156
(ADN), BASF is now integrated along the entire polyamide 6.6 a focus on citrus oil components. This transaction strengthened Accounts receivable, trade 165
value chain and can improve supply reliability. The purchase price the Nutrition  & Health division. The preliminary purchase price Other receivables and miscellaneous assets 160
of the business acquired by BASF was €1.319 million on a cash allocation was immaterially revised in 2020, which led to an
­ Marketable securities –
and debt-free basis. Of that amount, €1,308 million was already ­increase in goodwill of €1 million. Cash and cash equivalents 68
cash effective. The business was integrated into the Performance Current assets 549
Materials and Monomers divisions. The transaction between Total assets 1,906
­Solvay and BASF included eight production sites in Germany,
France, China, India, South Korea, Brazil and Mexico, as well as Provisions for pensions and similar obligations 25
research and development and technical consultation centers in Deferred tax liabilities 172
Asia and the Americas. It also included two ­ shareholdings in Tax provisions –
France, which are accounted for as joint ­operations: The 50% Other provisions 11

­interest in Butachimie SNC, Chalampé, France, to produce ADN Financial indebtedness –

and hexamethylenediamine, and the 51% interest in the newly Other liabilities 45

established Alsachimie S.A.S., ­ Chalampé, France, to produce Noncurrent liabilities 253

adipic acid. With the acquisition, around 700 Solvay employees Accounts payable, trade 273

were transferred to BASF. F ­ urthermore, some 1,000 employees of Provisions 2

the Alsachimie S.A.S. and Butachimie SNC joint operations are to Tax liabilities 28

be included on a pro rata basis by BASF. The purchase price­ Financial indebtedness 8

­allocation considers all the facts and circumstances prevailing as Other liabilities 23

of the date of acquisition that were known prior to the preparation Current liabilities 334

of these financial statements. Goodwill of €20 million resulted in Total liabilities 587

particular from sales synergies. The businesses acquired from

Solvay accounted for €678 million of sales revenue and –­ €114 mil- Total purchase price 1,319

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Notes

The following overview shows the effects of acquisitions in 2020 and resulted in the transfer of assets or the assumption of additional
2019 on the Consolidated Financial Statements. When acquisitions ­liabilities, these are shown as a net impact.

Effects of acquisitions and changes in the preliminary purchase price allocations

2020 2019

Million € %a Million € %a

Goodwill 21 0.3 –47 –0.6

Other intangible assets 670 10.8 10 0.2

Property, plant and equipment 559 2.8 3 0.0

Financial assets – – – –

Other noncurrent assets 108 2.5 2 0.1

Noncurrent assets 1,358 2.7 –32 –0.1

Current assets 548 1.8 94 0.3

of which cash and cash equivalents 68 1.6 0 0.0

Assets 1,906 2.4 62 0.1

Equity – – – –

Noncurrent liabilities 264 0.9 –23 –0.1

of which financial indebtedness – – – –

Current liabilities 334 2.1 –154 –0.9

of which financial indebtedness 8 0.0 – –

Total equity and liabilities 598 0.7 –177 –0.2

Payments made for acquisitions 1,308 239

Additions of cash and cash equivalents –68 – 0 –

Payments made for acquisitions according to statement of cash flows 1,240 239

a Proportional share in relation to the BASF Group

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Notes

Divestitures Holding  GmbH and received new shares in the latter. The
­company was renamed Wintershall Dea GmbH, Kassel/Hamburg.
In 2020, BASF sold the following activity: Including preference shares, BASF has a shareholding of 72.7%
–– On September 30, 2020 and on November 30, 2020, BASF in Wintershall Dea GmbH. No later than 36 months after closing
closed the divestiture of its ­construction chemicals business to an but in all cases before an IPO, these preference shares will be
affiliate of Lone Star, ­Dallas, Texas, a global private equity firm. converted into ordinary shares in Wintershall Dea  GmbH. From
The purchase price on a cash and debt-free basis was €3.17 bil- the signing of the agreement in September 2018 until the closing
lion. The sale covered approximately 7,500 employees as well as of the merger, BASF’s oil and gas business was reported as a
production sites and sales offices in more than 60 countries of the discontinued operation. Since the merger, BASF’s interest in
former Construction Chemicals division. From the signing of the Wintershall Dea GmbH has been accounted for as a non-integral
agreement on D ­ ecember 21, 2019 until the closing of the trans- shareholding using the equity method. The gain from the ­transition
action, BASF’s construction chemicals business was reported as from full consolidation to the equity method was reported in
a discontinued operation. ­income after taxes from discontinued operations.
The effects of the disposal are disclosed in the Notes under “Discontinued operations” on –– On December 6, 2019, BASF India Limited sold its stilbene-based
page 239
optical brightening agents (OBA) business for paper and powder
In 2019, BASF sold the following activities: detergent applications to Archroma India Private Limited, ­Mumbai,­
–– On January 31, 2019, following the approval of all relevant India. The transaction included the stilbene-based OBA product
authorities, BASF and Solenis had concluded the transfer of
­ portfolio and the production plant in Ankleshwar, India. The
BASF’s paper and water chemicals business to Solenis. Since ­production plant was part of the Performance Chemicals division
February  1,  2019, the combined company has operated under and the stilbene-based OBA product portfolio was allocated to
the name Solenis UK International Ltd., London, United Kingdom, the Performance Chemicals and Care Chemicals divisions.
and offers bundled sales, service and production capabilities –– BASF sold its ultrafiltration membrane business to DuPont
across the globe. BASF holds a 49% share in the combined ­Safety  & Construction on December  31, 2019. The divestiture
­entity; 51% of the shares are held by funds managed by Clayton, ­included the shares of inge  GmbH, the business’ headquarters
Dubilier  & Rice, and by Solenis management. The transaction and production site in Greifenberg, Germany, including all
­included production sites and plants of BASF’s paper and water ­employees, its international sales force, and certain intellectual
chemicals business in Bradford and Grimsby, England; Suffolk, property rights which were previously owned by BASF  SE. The
Virginia; Altamira, Mexico; Ankleshwar, India; and Kwinana, ultrafiltration membrane business had been part of the
Australia. The divestiture affected the Performance Chemicals
­ ­Performance Chemicals division.
­division.
–– BASF and LetterOne completed the merger of Wintershall and
DEA on April  30, 2019. On September  27, 2018, BASF and
­LetterOne had signed a transaction agreement to merge their
­respective oil and gas businesses in a joint venture, creating a
leading independent European exploration and production
­company with international operations in core regions. LetterOne
contributed all shares in DEA Deutsche Erdöl AG to Wintershall

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Notes

The following overview shows the effects of the divestitures Effects of divestitures
conducted in 2020 and 2019 on the Consolidated Financial
­
­Statements. The sales line item showed the year-on-year decline 2020 2019

resulting from divestitures. Noncurrent assets in 2019 primarily Million € %a Million € %a

­included the addition of the investments accounted for using the Sales –91 –0.2 –414 –0.7
equity method, Wintershall Dea GmbH and Solenis UK Inter­
national Ltd., while current assets and current liabilities showed the
Noncurrent assets – – 14,686 26.2
assets and liabilities of the disposal groups. The impact on equity
related mainly to gains and losses from divestitures. of which property, plant and equipment – – –19 –0.1

Current assets –3,035 –10.2 –13,877 –44.8

Agreed transactions of which cash and cash equivalentsb –89 – –802 –

Assets –3,035 –3.8 809 0.9

–– On August 29, 2019, BASF and the fine chemicals company DIC,
Tokyo, Japan, reached an agreement to transfer the global
Equity 607 1.8 6,562 15.5
­pigments business. The purchase price on a cash and debt-free
basis is €1.15 billion. The transaction is expected to close in the Noncurrent liabilities – – 235 0.8

first half of 2021. The sale is subject to approval by the relevant of which financial indebtedness – – – –
antitrust authorities. The transaction affects approximately Current liabilities –883 –5.4 –5,779 –34.8
2,600 employees in the Dispersions & Pigments division.
of which financial indebtedness – – – –

Total equity and liabilities –276 –0.3 1,018 1.2

Payments received from divestitures 2,759 209

Further effects in connection with divestituresc –239 – 2,391 –

Payments received from divestitures according to statement of cash flows 2,520 2,600

a Proportional share in relation to the BASF Group

b Includes €89 million from the discontinued construction chemicals business in 2020 and €800 million primarily from the discontinued oil and gas business in 2019
c Includes project-related tax payments and derecognition of cash and cash equivalents in 2020; and payments received from capital repayments, settlement of receivables and derecognition of cash and cash equivalents in 2019

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Notes

Discontinued operations / disposal groups Earnings from the discontinued construction chemicals business The calculation of the disposal gain on the discontinued construc-
until November 30, 2020 were as follows: tion chemicals business is presented in the following table:
–– With the binding agreement on the sale of BASF’s construction
chemicals business to a subsidiary of Lone Star, this business Statement of income from the discontinued construction chemicals Calculation of disposal gain on the discontinued construction chemicals
business business
was presented as a discontinued operation. The disposal group
was derecognized upon closing of the transaction in the fourth Million € Million €
January 1– January 1– November 30, 2020
quarter of 2020. The transfer of the construction chemicals November 30, 2020 December 31, 2019
­business occurred in two steps, on September 30, 2020 and on Purchase price on a cash and debt-free basis 3,170
Sales revenue 1,814 2,553
November 30, 2020. Of total comprehensive income after taxes Purchase price adjustmentsa –407
Cost of sales –938 –1,412
attributable to BASF SE shareholders totaling –€4,737  million Disposal income 2,763
(2019: €9,370 million), €331 million (2019: €11 million) related Gross profit on sales 876 1,141
Disposed net assets –2,117
to the discontinued construction chemicals business and Selling expenses –503 –866
Assets of the disposal group –3,066
–€5,068 million (2019: €2,422 million) to continuing operations. In General administrative expenses –103 –66
Reinstated net assets 5
2019, the discontinued oil and gas business contributed Research and development expenses –26 –36
€6,937  million to comprehensive income after taxes that is Liabilities of the disposal group 944
Other operating income and expenses –171 –121
­attributable to BASF SE shareholders. Noncontrolling interests 8
Gain on the disposal before income
566 – Other –88
taxes

EBIT 639 52 Disposal gain before taxes 566

Net income from shareholdings and Income taxes –208

–8 –4
financial result
Disposal gain after taxes 358
Income before income taxes 631 48
a Purchase price adjustments take into account, among other things, cash, financial indebtedness and pension
Income taxes –235 –24 obligations.

Income after income taxes 396 24

of which attributable to The discontinued construction chemicals business accounted for

2 5
noncontrolling interests
the following amounts in BASF’s statement of cash flows:
Income after noncontrolling
394 19
interests
Cash flows from the discontinued construction chemicals business
Earnings per share from ­(excluding effects from the divestiture)
0.43 0.02
discontinued operations €
Million €
Depreciation and amortization of January 1– January 1–
property, plant and equipment and – –162 November 30, 2020 December 31, 2019
intangible assets
Cash flows from operating activities 46 219
of which impairments and reversals
– –1 Cash flows from investing activities –118 –107
of impairments

Cash flows from financing activities 9 –18

Total –63 94

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Notes

Groups of assets and liabilities held for sale (disposal Pigments business disposal group
groups) Million €
December 31, 2020 December 31, 2019

–– With the agreement on the acquisition of the global pigments Balance Sheet
business by the fine chemical company DIC, the affected assets Goodwill –243 –336
and liabilities were reclassified to a disposal group. The business Other intangible assets –21 –22
is allocated to the Dispersions  & Pigments division. Impairment Property, plant and equipment –290 –266
tests were conducted for the disposal group for the pigments Integral investments accounted for using the equity method – –
business as of December 31,  2019 and June  30,  2020. In Non-integral investments accounted for using the equity method –64 –65
­accordance with IFRS 5, the fair value less costs to sell must be Other financial assets –8 –8
used as the recoverable amount and compared with the carrying
Deferred tax assets –51 –58
amount. The recoverable amount was determined as of Decem-
Other receivables and miscellaneous assets –4 –2
ber 31, 2019 and June 30, 2020 by discounting the respective
Noncurrent assets –681 –757
expected cash flows the planned transaction closing, including
Inventories –351 –383
income from the sale, at a discount rate after taxes of 7.98%. This
Accounts receivable, trade –112 –109
resulted in the need for impairment in the amount of €73 million as
Other receivables and miscellaneous assets –33 –22
of December 31, 2019 and, additionally, of €66  million as of
Marketable securities – –
June 30, 2020, which was allocated to the goodwill of the d­ isposal
group for the pigments business. The impairment test as of Cash and cash equivalents –5 –7

­December 31, 2020 revealed no need for a valuation adjustment. Current assets –501 –521
Assets of the disposal group 1,182 1,278

The values for the disposal group are presented in the following Provisions for pensions and similar obligations –202 –213
­table. Deferred tax liabilities –9 –17
Tax provisions – –
Other comprehensive income included –€116  million (2019: Other provisions –9 –9
–€79 million) as of December 31, 2020 attributable to the business Financial indebtedness – –
to be sold. Other liabilities –8 –15
Noncurrent liabilities –228 –254
Accounts payable, trade –53 –51
Provisions –15 –20
Tax liabilities –5 –6
Financial indebtedness – –
Other liabilities –40 –27
Current liabilities –113 –104
Liabilities of the disposal group 341 358
Net assets 841 920

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Notes

4 BASF Group list of shares held pursuant to 5  Reporting by segment and region The Industrial Solutions segment consists of the Dispersions  &
section 313(2) of the German Commercial Code Pigments and the Performance Chemicals divisions. The segment
(HGB) The BASF Group’s business is operated by 11 divisions, grouped develops and markets ingredients and additives for industrial
into six segments: applications, such as polymer dispersions, pigments, resins,
­
The list of consolidated companies and the complete list of all –– Chemicals: Petrochemicals, Intermediates ­electronic materials, antioxidants and additives. Its customers come
­companies in which BASF SE holds shares as required by section –– Materials: Performance Materials, Monomers from key industries such as automotive, plastics and electronics.
313(2) HGB and information on the exemption of subsidiaries from –– Industrial Solutions: Dispersions  & Pigments, Performance
­accounting and disclosure obligations are an integral component of Chemicals The Surface Technologies segment bundles chemical solutions for
the audited Consolidated Financial Statements submitted to the –– Surface Technologies: Catalysts, Coatings surfaces with the Catalysts and Coatings divisions. Its product
electronic Federal Gazette (Bundesanzeiger). The list of shares held –– Nutrition & Care: Care Chemicals, Nutrition & Health spectrum includes catalysts and battery materials for the automotive
is also published online. –– Agricultural Solutions: Agricultural Solutions and chemical industries, surface treatments, colors and coatings.
For more information, see basf.com/en/corporategovernance
The divisions are allocated to the segments based on their business The Nutrition  & Care segment comprises the Care Chemicals
models and according to their focal points, customer groups, the ­division and the Nutrition & Health division. The segment produces
focus of their innovations, their investment relevance and ingredients and solutions for consumer applications in the areas of
­sustainability aspects. nutrition, home and personal care. Its customers include food and
feed producers as well as the pharmaceutical, cosmetics, and the
The Chemicals segment comprises the Petrochemicals and detergent and cleaner industries.
­Intermediates divisions and is the cornerstone of BASF’s Verbund
structure. It supplies the other segments with basic chemicals and The Agricultural Solutions segment consists of the division of the
intermediates, contributing to the organic growth of our key value same name. As an integrated provider, its portfolio comprises
chains. Alongside internal transfers, customers include the chemi- ­fungicides, herbicides, insecticides and biological crop protection
cal and plastics industries. The segment’s competitiveness is products, as well as seeds and seed treatment products.
strengthened by technological leadership and operational excel- Furthermore, Agricultural Solutions offers farmers innovative
­
lence. ­solutions, including those based on digital technologies, combined
with practical advice.
The Materials segment is composed of the Performance Materials
division and the Monomers division. The segment offers advanced Activities that are not allocated to any of the segments are recorded
materials and their precursors for new applications and systems. Its under Other. These include other businesses, which comprise
product portfolio includes isocyanates and polyamides as well as commodity trading, engineering and other services, rental income
inorganic basic products and specialties for plastics and plastics and leases. Discontinued operations and certain activities remaining
processing. after divestitures are also reported here.

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Notes

The following activities are also presented under Other: Income from operations (EBIT) of Other The same accounting rules are used for segment reporting as those
–– The steering of the BASF Group by corporate headquarters. Million € used for the Group, which are presented in these Notes. Transfers
–– Cross-divisional corporate research, which includes plant 2020 2019a between the segments are generally executed at adjusted
­biotechnology research, works on long-term topics of strategic Costs for cross-divisional corporate research –364 –397 ­market-based prices, taking into account the higher cost efficiency
importance to the BASF Group. Furthermore, it focuses on the Costs of corporate headquarters –214 –231 and lower risk of intragroup transactions. Assets, as well as their
development of specific key technologies, which are of central depreciation and amortization, are allocated to the segments based
Other businesses 169 164
importance for the divisions. on economic control. Assets used by more than one segment are
Foreign currency results, hedging and other measurement
–– Results from currency translation that are not allocated to the effects
–59 –89 allocated based on the percentage of usage.
segments; earnings from the hedging of raw materials prices and
Miscellaneous income and expenses –735 35
foreign currency exchange risks; and gains and losses from the Income from operations (EBIT) before special items is used for the
Income from operations of Other –1,203 –518
long-term incentive programs (LTI programs). internal steering of the segments and complements the key
–– Remanent fixed costs resulting from organizational changes or a The 2019 figures have been restated to reflect the reclassification of income from non-integral companies management indicator, ROCE. It is determined based on EBIT,
­
­accounted for using the equity method to net income from shareholdings.
restructuring; function and region-related restructuring costs not which is calculated from gross profit on sales, selling expenses,
allocated to a division; idle capacity costs from internal human general administrative expenses, research and development
resource platforms; and consolidation effects that cannot be Income from operations of Other declined by €685 million year on ­expenses, other operating income and expenses, and income from
­allocated to the divisions. year, from –€518  million to –€1,203  million. The costs for cross-­ integral companies accounted for using the equity method. To
divisional corporate research decreased by €33  million to ­calculate EBIT before special items, this figure is then adjusted for
–€364  million, and the costs of corporate headquarters were special items. Special items arise from the integration of acquired
€17 million lower at –€214 million. Income from other businesses businesses, restructuring costs, certain impairments, gains or­
rose by €5 million to €169 million. The line item foreign currency ­losses resulting from divestitures and sales of integral investments
results, hedging and other measurement effects improved by accounted for using the equity method, and other expenses and
€30  million to –€59  million. In addition to currency effects, the income that arise outside of ordinary business activities. EBIT and
­improvement was due mainly to earnings from hedging transactions. EBIT before special items are alternative performance measures that
The line item miscellaneous income and expenses decreased by are not defined under IFRS and are to be considered as being
–€770 million from €35  million to –€735  million. This was due ­complementary to the indicators defined by IFRS.
especially to expenses related to the realignment of the Global
­
Business Services unit and to positive effects in 2019 primarily from
adjustments to pension benefits in the United States and gains from
the sale of BASF’s share of the Klybeck site in Basel, Switzerland.

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Notes

Reconciliation of the assets of Other to the assets of the BASF Group

Million €
December 31, 2020 December 31, 2019

Segment assets 56,161 59,365

Assets of businesses included in Other a

2,251 2,780

Other financial assets and non-integral investments accounted for using the equity method 11,456 13,760

Deferred tax assets 3,386 2,887

Cash and cash equivalents / marketable securities 4,537 2,871

Defined benefit assets 126 123

Other receivables / prepaid expenses 2,375 2,429

Assets of the construction chemicals business disposal group (2019)b – 2,661

Other assets of the construction chemicals business disposal group (2019) b

– 74

Assets of Other 24,131 27,585

Assets of the BASF Group 80,292 86,950

a The carrying amounts of non-integral investments accounted for using the equity method previously presented under “Assets of businesses included in Other” have been reclassified to “Other financial assets and non-integral
­investments accounted for using the equity method.”
b For more information, see page 215 onward of the BASF Report 2019, Note 2.5.

Reconciliation of segment income to income before income taxes

Million €
2020 2019a

EBIT before special items of the segments 4,329 5,224

EBIT before special items of Other –769 –581

EBIT before special items 3,560 4,643

Special items of the segments –3,317 –505

Special items of Other –434 63

Special items –3,751 –442

EBIT of the segments 1,012 4,719

EBIT of Other –1,203 –518

EBIT –191 4,201

Net income from shareholdings –909 –194

Financial result –462 –705

Income before income taxes –1,562 3,302

a The 2019 figures have been restated to reflect the reclassification of income from non-integral companies accounted for using the equity method to net income from shareholdings.

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Notes

Segments 2020
Million €
Industrial Surface Agricultural
Chemicals Materials Solutions Technologies Nutrition & Care Solutions Other BASF Group

Sales 8,071 10,736 7,644 16,659 6,019 7,660 2,360 59,149

Intersegment transfers 2,861 720 375 203 429 91 73 4,752

Sales including transfers 10,932 11,456 8,019 16,862 6,448 7,751 2,433 63,901

Income from integral companies accounted for using the equity method 46 16 17 55 4 – 82 220

Income from operations −192 −109 630 −587 688 582 −1,203 −191

Assets 7,896 9,118 6,402 11,691 6,214 14,840 24,131 80,292

of which goodwill 186 179 628 2,019 844 3,039 64 6,959

other intangible assets 53 698 197 1,018 453 3,716 51 6,186

property, plant and equipment 4,362 4,498 2,040 2,973 2,353 2,528 893 19,647

integral investments accounted for using the equity method 710 208 48 414 34 – 464 1,878

Liabilities 3,435 3,893 2,734 2,905 2,948 3,556 26,423 45,894

Research and development expenses 96 182 177 246 160 840 385 2,086

Additions to intangible assets and property, plant and equipment (including acquisitions) 871 1,957 331 585 510 459 156 4,869

Depreciation and amortization of intangible assets and property, plant and equipment 1,429 1,665 469 1,487 464 1,000 171 6,685

of which impairments 592 800 106 1,013 53 296 20 2,880

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Notes

Segments 2019a
Million €
Industrial Surface Agricultural
Chemicals Materials Solutions Technologies Nutrition & Care Solutions Otherb BASF Group

Sales 9,532 11,466 8,389 13,142 6,075 7,814 2,898 59,316

Intersegment transfers 3,428 849 524 212 490 197 77 5,777

Sales including transfers 12,960 12,315 8,913 13,354 6,565 8,011 2,975 65,093

Income from integral companies accounted for using the equity method 99 22 – 26 5 – 113 265

Income from operations 622 973 889 663 644 928 −518 4,201

Assets 8,978 8,782 6,903 11,773 6,399 16,530 27,585 86,950

of which goodwill 201 172 649 2,912 884 3,219 68 8,105

other intangible assets 65 102 256 1,158 558 4,224 57 6,420

property, plant and equipment 5,117 4,999 2,226 3,078 2,347 2,938 1,087 21,792

integral investments accounted for using the equity method 763 235 37 388 43 – 419 1,885

Liabilities 3,507 3,603 2,886 3,152 2,897 3,251 25,304 44,600

Research and development expenses 108 193 192 214 161 879 411 2,158

Additions to intangible assets and property, plant and equipment (including acquisitions) 1,108 784 426 565 595 320 299 4,097

Depreciation and amortization of intangible assets and property, plant and equipment 923 718 438 457 545 719 346 4,146

of which impairments and reversals of impairments c

146 8 19 9 124 12 6 324

a The relevant 2019 figures have been restated to reflect the reclassification of income from non-integral companies accounted for using the equity method to net income from shareholdings.
b Other includes assets and liabilities as well as amortization of intangible assets and depreciation of property, plant and equipment of the discontinued construction chemicals business. For more information, see Note 2.5 on page 215 onward of the 2019 BASF Report. Until reclassification to the disposal group, additions to intangible assets and
property, plant and equipment (including acquisitions) of the discontinued construction chemicals business, also included in Other, amounted to €176 million.
c Impairments and reversals of impairments included reversals of impairments in the amount of €4 million in Other and €2 million in Industrial Solutions in 2019.

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Notes

Regions 2020
Million €
South America,
Europe Of which Germany North America Asia Pacific Africa, Middle East BASF Group

Location of customer

Sales 23,129 5,510 15,709 15,406 4,905 59,149

Share  % 39.1 9.3 26.6 26.0 8.3 100.0

Location of company

Sales 24,223 10,296 16,440 14,895 3,591 59,149

Income from integral companies accounted for using the equity method 57 32 –2 165 – 220

Income from operations –1,005 –1,712 –201 768 247 –191

Assets 45,551 32,270 17,628 13,725 3,388 80,292

of which intangible assets 6,700 3,588 5,126 1,013 306 13,145

property, plant and equipment 9,550 6,192 5,275 4,220 602 19,647

integral investments accounted for using the equity method 423 391 105 1,350 – 1,878

Additions to intangible assets and property, plant and equipment (including acquisitions) 3,019 932 1,044 690 116 4,869

Amortization of intangible assets and depreciation of property, plant and equipment including impairments and reversals of
­­
3,306 2,305 2,124 1,133 122 6,685
­impairments

In the United States, sales to third parties in 2020 amounted to In China, sales to third parties in 2020 amounted to €7,839 million
€14,352  million (2019: €14,211  million) according to location of (2019: €7,216  million) according to location of companies and
companies and €13,414 million (2019: €13,506 million) according to €7,877  million (2019: €6,734  million) according to location of
location of customers. In the United States, intangible assets, customers. In China, intangible assets, property, plant and
­
property, plant and equipment, and investments accounted for
­ ­equipment, and investments accounted for using the equity method
­using the equity method amounted to €9,967  million on Decem- amounted to €3,799 million on December 31, 2020, compared with
ber 31, 2020, compared with €12,115 million in the previous year. €4,299 million in the previous year.

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Notes

Regions 2019a
Million €
South America,
Europe Of which Germany North America Asia Pacific Africa, Middle East BASF Group

Location of customer

Sales 23,827 6,123 15,948 14,203 5,338 59,316

Share  % 40.2 10.3 26.9 23.9 9.0 100.0

Location of company

Sales 25,706 14,049 16,420 13,384 3,806 59,316

Income from integral companies accounted for using the equity method 104 67 2 159 – 265

Income from operations 2,125 504 692 1,082 302 4,201

Assets 47,347 34,412 21,345 13,912 4,346 86,950

of which intangible assets 6,652 3,588 6,152 1,353 368 14,525

property, plant and equipment 9,857 6,928 6,467 4,644 824 21,792

integral investments accounted for using the equity method 393 360 125 1,367 – 1,885

Additions to intangible assets and property, plant and equipment (including acquisitions) 2,135 1,459 1,310 581 71 4,097

Amortization of intangible assets and depreciation of property, plant and equipment including impairments and reversals of
1,896 1,235 1,501 599 150 4,146
­impairments

a The relevant 2019 figures have been restated to reflect the reclassification of income from non-integral companies accounted for using the equity method to net income from shareholdings.

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Notes

6  Earnings per share

Earnings per share

2020 2019

Income after taxes from continuing operations million € –1,471 2,546

of which noncontrolling interests million € –17 46

Net income and noncontrolling interests from continuing operations million € –1,454 2,500

Income after taxes from discontinued operations million € 396 5,945

of which noncontrolling interests million € 2 24

Net income and noncontrolling interests from discontinued operations million € 394 5,921

Income after taxes million € –1,075 8,491

of which noncontrolling interests million € –15 70

Net income and noncontrolling interests million € –1,060 8,421

Weighted average number of outstanding shares 1,000 918,479 918,479

Dilution effect from BASF’s “plus” incentive share program 1,000 1,759 1,565

Weighted average number of shares for diluted earnings per share 1,000 920,238 920,044

Earnings per share

From continuing operations € –1.58 2.72

Diluted€ –1.58 2.70

From discontinued operations € 0.43 6.45

Diluted€ 0.43 6.45

From continuing and discontinued operations € –1.15 9.17

Diluted€ –1.15 9.15

In accordance with IAS 33, earnings per share are determined by part of BASF’s “plus” share program. This applies regardless of the
dividing earnings attributable to shareholders of BASF SE by the fact that the necessary shares are acquired on the market by third
weighted average of outstanding shares. Pursuant to IAS 33, a parties on behalf of BASF and that there are no plans to issue new
­potential dilutive effect must be considered in the diluted earnings shares. There was no dilutive effect from the issue of “plus” shares
per share for those BASF shares that will be granted in the future as in 2020 (2019: €0.02).

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Notes

7  Sales revenue point in time) or a right to access (revenue recognized over time) the The method is selected based primarily on number of possible
intellectual property of BASF. Rights to use intellectual property are ­results such as the number of volume thresholds with rebates. All
Sales revenue from contracts with customers is recognized in the characterized by the fact that the licensed technology remains available information, particularly historical values, is used for
amount of the consideration BASF expects to receive in exchange largely unchanged during the term of the license and, after initial ­making estimates.
for the goods or services when the customer obtains control of the provision of the licensed technology, BASF has no further
goods or services. Control is considered to be transferred when the ­performance obligations. Rights to access intellectual property, by In some contracts, BASF grants the customer the right to return
customer can direct the use of the goods or services and can obtain contrast, imply that BASF will perform ongoing development and goods within a specific period of time, even if they meet the agreed
all substantial remaining benefits from them. enhancement of the technology, and the licensee will take a specifications (sale with right of return). The actual expected amount
­material interest in this ongoing development and enhancement. of the consideration BASF is entitled to receive in this case is
BASF primarily generates income from the sale of goods. Because ­Accordingly, sales ­revenue from license agreements granting rights ­estimated using the expected value method. Refund liabilities are
the customer obtains control of the goods at a specific point in time, to access BASF’s intellectual property is recognized over the term of recognized in the amount of considerations paid by the customer for
the corresponding sales revenue is recognized based on a given the ­license. Sales revenue from sales and usage-based royalties is goods that are expected to be returned.
point in time. Determination of the point in time at which the recognized in accordance with the underlying settlement agree-
­customer obtains control of the goods occurs in the context of an ments. BASF opts to apply the practical expedient in IFRS  15.63 to not
overall assessment of the circumstances which considers the adjust the amount of the agreed consideration for the effects of a
­existence of a present claim to payment, the legal title to the goods, Sales revenue from the sale of precious metals to industrial material financing component if, at the beginning of a contract, no
actual physical possession of the goods, the transfer of risks and customers is recognized on delivery and the corresponding
­ more than one year is expected to lapse between the transfer of
rewards as well as customer acceptance. The transfer of risks and ­purchase prices are recorded as cost of sales. In the trading of control of the goods or services and payment by the customer.
rewards takes into account the underlying terms of delivery precious metals and their derivatives with traders, where there is
(especially Incoterms) and is of particular practical significance.
­ usually no physical delivery, revenues are netted against the BASF also applies the practical expedient in IFRS  15.121 of not
According to these principles, sales revenue from the sale of goods ­corresponding costs. reporting information on remaining performance obligations
­
is generally recognized upon delivery. If products are delivered to a ­resulting from a contract with a maximum expected original term of
consignment warehouse, BASF normally retains control of the If a consideration that is contractually agreed upon by a customer one year. Furthermore, information on performance obligations is
goods. Accordingly, sales revenue is not recognized until the includes variable components, BASF estimates the amount of the not reported if the resulting revenue is recognized in accordance
customer collects the goods from the consignment warehouse.
­ consideration. Variable components are recognized as revenue only with IFRS 15.B16.
Long-term supply agreements usually contain variable prices, to the extent that it is highly probable that previously recognized
­dependent on the development of raw materials prices and variable sales revenue will not have to be cancelled as soon as there is no
volumes. longer uncertainty about the actual amount of the consideration.
Primarily rebates and other discounts are recognized as a reduction
Services rendered to customers by BASF are invoiced according to in revenue in accordance with the principle of individual measure-
work completed and recognized as revenue accordingly. ment. BASF grants customers rebates if the goods purchased by
the customer exceed a contractually defined threshold within the
BASF generates a portion of its sales revenue from license period specified. Rebates are usually deducted from amounts
­agreements. Sales revenue from license agreements is recognized ­payable by the customer. Taking into account the specific terms of
based on a point in time or a period of time depending on whether the underlying contract, BASF uses the expected value method or
the licensee is being granted a right to use (revenue recognized at a the most likely amount to estimate a variable consideration amount.

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Notes

Sales by division and by indication and sector 8  Functional costs

Million €
2020 2019 Under the cost of sales method, functional costs incurred by the
Petrochemicals 5,426 6,670 operating functions are determined on the basis of cost center
Intermediates 2,645 2,862 ­accounting. The functional costs particularly contain the personnel
costs, depreciation and amortization accumulated on the underlying
Chemicals 8,071 9,532
final cost centers as well as allocated costs within the cost
Performance Materials 5,635 6,064
­accounting cycle. Operating expenses that cannot be allocated to
Monomers 5,101 5,402 the functional costs are reported as other operating expenses.
Materials 10,736 11,466 For more information on other operating expenses, see Note 9 from page 251 onward

Dispersions & Pigments 4,869 5,178

Performance Chemicals 2,775 3,211

Cost of sales

Industrial Solutions 7,644 8,389

Cost of sales includes all production and purchase costs of the
Catalysts 13,570 9,396
company’s own products as well as merchandise that has been sold
Coatings 3,089 3,746 in the period, particularly plant, energy and personnel costs.
Surface Technologies 16,659 13,142

Care Chemicals 3,989 4,118 Selling expenses

Nutrition & Health 2,030 1,957
Selling expenses primarily include marketing and advertising costs,
Nutrition & Care 6,019 6,075
freight costs, packaging costs, distribution management costs,
Fungicides 2,267 2,305 commissions and licensing costs.
Herbicides 2,464 2,616

Insecticides 825 800 General administrative expenses

Seed Treatment 609 639
General administrative expenses include the costs of the ­Corporate
Seeds & Traits 1,495 1,454
Center, of general management, the Board of Executive Directors
Agricultural Solutions 7,660 7,814
and the Supervisory Board. They also include the costs of managing
Other 2,360 2,898 operating divisions and business units as well as the costs of the
BASF Group 59,149 59,316 supporting services in departments such as a ­ ccounting, legal and
taxes and controlling.

Sales revenue of €53 million, that was included in contract liabilities Sales revenue for the 2020 fiscal year includes €218  million from
as of January 1,  2020, was recognized in 2020. That included performance obligations fulfilled in prior periods in connection with
€9  million related to changes in the time frame for underlying sales and usage-dependent licenses.
­performance obligations to be satisfied.

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Notes

Research and development expenses 9  Other operating income and expenses

Research and development expenses include the costs resulting Other operating income
from research projects as well as the necessary license fees for Million €
­research activities. 2020 2019

For more information on research and development expenses by segment, see Note 5 from page 241 Income from the adjustment and release of provisions recognized in other operating expenses 54 111
onward
Revenue from miscellaneous other activities 244 189

Income from foreign currency and hedging transactions as well as from the measurement of LTI options 45 55

Income from the translation of financial statements in foreign currencies 13 11

Gains on divestitures and the disposal of noncurrent assets 62 822

Reversals of impairment losses on noncurrent assets – 6

Income from the reversal of valuation allowances for business-related receivables 22 19

Other 959 882

Other operating income 1,399 2,095

Income from the adjustment and release of provisions Income from the translation of financial statements in foreign
­recognized in other operating expenses was largely related to currencies included gains from the translation of companies’
risks from lawsuits and damage claims, closures and restructuring financial statements whose local currency is different from the
­
measures, employee obligations, and various other individual items ­functional currency.
as part of the normal course of business. Provisions were reversed
or adjusted if, based on the circumstances on the balance sheet At €62  million, gains on divestitures and the disposal of
date, utilization was no longer expected, or expected to a lesser ­noncurrent assets were significantly below the figure in the ­previous
extent. year. They included primarily gains from the sale of fixed assets in
the amount of €44 million. Income of €390 million was recognized in
As in the previous year, revenue from miscellaneous other activi- 2019 from the transfer of BASF’s paper and water chemicals
ties primarily included income from rentals, catering operations, business to the Solenis group and the sale of assets in the
­
cultural events and logistics services. In 2020, €24 million in revenue ­Agricultural Solutions segment in accordance with the conditions
from finance leases was also included. imposed by antitrust authorities in connection with the acquisition of
the Bayer businesses. Furthermore, income of €421 million resulted
Income from foreign currency and hedging transactions as well in 2019 from real estate divestitures in several countries, mainly
as from the measurement of LTI options pertained to the foreign relating to the sale of a building complex in Switzerland in the
­
currency translation of receivables and payables as well as of amount of €400 million.
­currency derivatives and other hedging transactions. No income
from the release of provisions for the long-term incentive (LTI)
­program was recognized in 2020. Only a minor amount was ­released
in 2019.
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Notes

Income from the reversal of valuation allowances for business-­ Other operating expenses
related receivables resulted both from the reversal of impairments Million €
for settled customer receivables for which impairments had been 2020 2019

recorded previously as well as from adjusted expectations regarding Restructuring and integration measures 809 697
default on individual customer receivables. Environmental protection and safety measures, costs of demolition and removal, and project costs not subject to mandatory capitalization 356 320

Depreciation, amortization and impairments of noncurrent assets and of the disposal group 2,968 426
Other income included refunds in the amount of €151 million in 2020
Costs from other miscellaneous revenue-generating activities 213 173
and €232 million in 2019. This was due in both years to research
project funding, government grants in multiple countries, regional Expenses from foreign currency and hedging transactions as well as from the measurement of LTI options 180 249

business development subsidies in China and insurance refunds. Losses from the translation of financial statements in foreign currencies 33 18
Further income in 2020 resulted from gains in connection with the Losses from divestitures and the disposal of noncurrent assets 51 16
premature termination of a long-term supply agreement in North Expenses from the addition of valuation allowances on business-related receivables 69 67
America in the amount of €103 million. Additional income resulted in
Expenses for derecognition of obsolete inventory 343 286
2019 from plan adjustments for pension benefits and similar
Other 1,086 782
obligations in the amount of €137  million as well as from a
­
contractually agreed compensation payment in the amount of
­ Other operating expenses 6,108 3,034

€46  million. Moreover, income in both years was related to gains

from precious metal trading (2020: €304 million, 2019: €103 million),
refunds of consumption taxes and a number of additional items. In 2020, expenses from restructuring and integration measures Environmental protection and safety measures, costs of
in the amount of €651  million were attributable to restructuring demolition and removal, and project costs not subject to
­
­activities to improve competitiveness in various operating divisions ­mandatory capitalization were expensed if requirements for
and in the Global Business Services unit and to site closures in ­mandatory capitalization pursuant to IFRS were not met. Expenses
­Europe, North America and Asia Pacific. In 2019, these expenses in for demolition, removal and project planning totaled €218 million in
the amount of €481  million were mainly attributable to the 2020 and €243 million in 2019. In both years, these mainly related
­implementation of the new BASF strategy and, to a lesser extent, to to the Ludwigshafen site in Germany. Further expenses of ­€138 mil-
site closures in North America and Asia Pacific. lion in 2020 and €77  million in 2019 arose from the addition to
­environmental provisions. In both years, these concerned several
Expenses from integration measures amounted to €90  million in discontinued sites in North America and, in 2020, additionally a site
2020 and related to the integration of Solvay’s global polyamide in Germany.
business. In 2019, these expenses amounted to € 43  million and
related to the integration of significant parts of Bayer’s seed and
non-selective herbicide business as well as its vegetable seeds
business, which were acquired in 2018.

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Notes

Depreciation, amortization and impairments of noncurrent In both years, losses from divestitures and the disposal of 10 Investments accounted for using the equity
­assets and of the disposal group rose to €2,968 million in 2020. ­noncurrent assets were mainly in connection with the planned method and other financial assets
The increase was mainly due to impairments amounting to ­divestiture of the global pigments business.
€2,368 million resulting from the economic effects of the coronavirus Joint ventures and associated companies are accounted for using
pandemic and affected all segments. In addition, impairments in the In both years, other expenses included expenses for litigation, for the equity method. The carrying amounts of shareholdings are
amount of €377 million arose due to restructuring in North ­America, REACH, for the provision of services, for warranties and for activities adjusted annually based on the pro rata share of net income,
­
Europe and Asia Pacific. Depreciation, amortization and impair- related to the BASF 4.0 project and for planning the new Verbund ­dividends and other changes in equity. Should there be indications
ments of noncurrent assets amounting to €426  million in 2019 site in Guangdong, China. Additional other expenses resulted in of a reduction in the value of an investment, an impairment test is
­related primarily to the impairment of project costs for a planned 2020 from the coronavirus pandemic, especially due to BASF’s conducted and, if necessary, an impairment is recognized in the
methane-based propylene production plant on the U.S. Gulf Coast, “Helping Hands” aid campaign. ­income statement. Furthermore, earnings and the carrying amount
as well as to the optimization of production sites within the are adjusted when accounting policies deviate or as a result of
­Nutrition & Health division in Europe. purchase price allocations, which primarily affects Wintershall
­
For more information, see Note 14 from page 264 onward and Note 15 from page 268 onward Dea GmbH, Kassel/Hamburg, Germany.

Costs from other miscellaneous revenue-generating activities Exploration and development expenses in the oil and gas ­business,
relate to the items presented in other operating income. for which the equity method is applied, are accounted for using the
successful efforts method. Under this method, costs of successful
Expenses from foreign currency and hedging transactions as exploratory drilling as well as successful and dry ­development wells
well as from the measurement of LTI options related to foreign are capitalized.
currency translation of receivables and payables as well as changes
in the fair value of currency derivatives and other hedging trans­ Income from integral companies accounted for using the equity
actions. Expenses resulting from the measurement of LTI programs method is presented in the BASF Group’s EBIT, and income from
amounted to €35 million in 2020 and €39 million in 2019. non-integral companies accounted for using the equity method is
presented together with income from other financial assets in the
BASF Group’s net income from shareholdings. Similarly, integral and
non-integral shareholdings accounted for using the equity method
are also shown separately in the balance sheet.

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Notes

10.1 Integral companies accounted for using the equity Reconciliation of the carrying amount of integral shareholdings accounted for using the equity method
method Million €
Joint ventures Associated companies

2020 2019 2020 2019

Income from integral companies accounted for using the equity method
Carrying amount according to the equity method as of the beginning of the year 1,309 1,408 576 514
Million €
Proportional income after taxes and other adjustments to income and expenses 188 184 32 81
2020 2019
Proportional changes of other comprehensive income –35 16 –12 –
Proportional income after taxes 234 284
Total comprehensive income 153 200 20 81
of which joint ventures 193 205
Changes in the scope of consolidation – – – –
associated companies 41 79
Additions – 5 – –
Other adjustments to income and expenses –14 –19
Disposals –6 –27 –8 –
of which joint ventures –5 –21
Transfers –159 –277 –7 –19
associated companies –9 2
Carrying amount according to the equity method as of the end of the year 1,297 1,309 581 576
Income from integral companies accounted for using
220 265
the equity method

Income from integral companies accounted for using the Proportional changes of other comprehensive income included Disposals in 2020 included primarily a capital decrease in the
­equity method decreased by €45 million in 2020. Of the decrease, income and expense recognized directly in equity and related amount of €8 million at Yara Freeport LLC, Wilmington, Delaware.
­€40 million related to the shareholding in BASF-YPC Company Ltd., primarily to currency effects. Of that, –€17  million related to
­
Nanjing, China, primarily due to the scheduled turnarounds of the ­BASF-YPC Company Ltd. in 2020, and €9 million in 2019. Transfers in 2020 included dividend payments from BASF-YPC
production plants. Company Ltd. in the amount of €110 million (2019: €200 million).

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Notes

Financial information on the material integral investment accounted for using the equity method 10.2 Non-integral companies accounted for using the
­equity method
The following table contains financial information on the material integral company accounted for using the equity method, BASF-YPC
Company Ltd.
Income from non-integral companies accounted for using the equity
method
Financial information on BASF-YPC Company Ltd., Nanjing, China (100%)
Million €
Million €
2020 2019
December 31, 2020 December 31, 2019
Proportional income after taxes –643 149
Balance Sheet
of which joint ventures –610 207
Noncurrent assets 931 1,032
associated companies –33 –58
Current assets 820 768
Other adjustments to income and expenses –282 –298
of which marketable securities, cash and cash equivalents 229 148
of which joint ventures –280 –293
Assets 1,751 1,800
associated companies –2 –5

Income from non-integral companies accounted for

Equity 1,419 1,542 –925 –149
using the equity method
Noncurrent liabilities 3 3

of which financial indebtedness – –

Income from non-integral companies accounted for using the
Current liabilities 329 255
equity method decreased by €776  million in 2020. This was
of which financial indebtedness 54 28 ­primarily due to impairments of assets of Wintershall Dea Group
Total equity and liabilities 1,751 1,800 amounting to €791  million as a result of lower oil and gas price
forecasts and changed reserve estimates. As part of the impairment
tests, the expected cash flows in euros from the exploration and
Statement of income January 1–December 31, 2020 January 1–December 31, 2019
production assets held by Wintershall Dea were updated and
Sales revenue 1,995 2,536
­discounted. This assumed an oil price of $43 per bbl of Brent crude
Amortization/impairment and reversals of impairments 202 209 in 2021 that expected rises to a nominal $62 per bbl by 2023 and
Interest income 3 3 then develops in line with cost increases. The development of gas
Interest expenses 2 4 prices assumed a price of $3.8 per mmBtu (TTF) for 2021 that rises
Income taxes 44 71
to a nominal $7.7 per mmBtu in 2025 and then follows the expected
cost trend. The expected cash flows were discounted using
Total comprehensive income 98 230
country-specific cost of capital rates, which reflect the relevant
­
country risks and tax rates. The cost of capital rates in euros,
The carrying amount accounted for using the equity method of the shareholding in BASF-YPC Company Ltd. amounted to €710 million calculated using the capital asset pricing model, were between
­
as of December 31, 2020, and €772 million as of December 31, 2019. 3.4% and 14.4%. A decrease of 10% in price assumptions for the
entire planning period would result in the need for an impairment of

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Notes

about €320 million of the shareholding as a whole. The increase in Reconciliation of the carrying amount of non-integral investments accounted for using the equity method
capital cost rates of one  percentage point would not lead to an Million €
­impairment of the shareholding as a whole but would, however, Joint ventures Associated companies

­result in an impairment of around €250 million for value components 2020 2019 2020 2019
in individual countries that were recognized in connection with Carrying amount according to the equity method as of the beginning of the year 12,401 – 722 284
BASF’s purchase price allocation.
Proportional income after taxes and other adjustments to income and expenses –890 –86 –35 –63

Proportional changes of other comprehensive income –1,255 –50 –2 –24

Total comprehensive income –2,145 –136 –37 –87

Changes in the scope of consolidation – – – –

Additions – 14,078 – 590

Disposals – –1,541 –10 –

Transfers –57 – – –65

Carrying amount according to the equity method as of the end of the year 10,199 12,401 675 722

Only the shareholding in Wintershall Dea GmbH is included in joint Disposals included to a capital decrease in Solenis UK Interna­tio­
ventures. nal Ltd., London, United Kingdom, in the amount of €10 million in
2020.
Proportional income after taxes and other adjustments to
­income and expenses also contain effects from the carryforward of Transfers contained dividend payments of €57 million by ­Winters­hall
fair value adjustments made at initial recognition of Winters­hall Dea. Dea GmbH in 2020. Transfers in 2019 included the ­reclassification
of the ­proportional carrying amount attributable to the share of
The proportional changes of other comprehensive income BASF Colors  & Effects Switzerland AG in CIMO C ­ ompagnie
­primarily included currency effects on the assets of the Wintershall ­industrielle de Monthey S.A., Monthey, Switzerland, to the assets of
Dea Group. the disposal group for the pigments business.

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Notes

Financial information on the material non-integral investment accounted for using the equity method 10.3  Other shareholdings and financial assets

The following table contains financial information on the material non-integral shareholding accounted for using the equity method, the
Wintershall Dea Group, including adjustments for fair value made at initial recognition and the resulting effects on earnings. Net income from other shareholdings
Million €
2020 2019
Financial information on the Wintershall Dea Group, Kassel/Hamburg, Germany (100%) Dividends and similar income 18 15
Million € Income from the disposal of / write-up of
136 17
December 31, 2020 December 31, 2019 ­shareholdings

Balance Sheet Income from profit transfer agreements /

3 1
tax allocation to shareholdings
Noncurrent assets 27,881 31,920
Income from other shareholdings 157 33
of which goodwill from fair value adjustments 2,740 2,688
Expenses from loss transfer agreements –63 –55
Current assets 2,459 2,589
Write-downs on / losses from the sale of
of which marketable securities, cash and cash equivalents 821 814 –78 –23
­shareholdings
Assets 30,340 34,509 Expenses from other shareholdings –141 –78

Net income from other shareholdings 16 –45

Equity 14,029 17,058

Noncurrent liabilities 14,343 15,273

Net income from other shareholdings increased by €61  million in
of which financial indebtedness 5,886 6,028
2020. This resulted primarily from the measurement of sharehold-
Current liabilities 1,968 2,178 ings at fair value.
of which financial indebtedness 471 576
Carrying amount of other financial assets
Total equity and liabilities 30,340 34,509
Million €
December 31, 2020 December 31, 2019
Statement of income January 1–December 31, 2020 May 1–December 31, 2019
Other shareholdings 533 501
Sales revenue 3,891 3,272
Long-term securities 49 135
Amortization/impairment and reversals of impairments –3,080 –1,544
Other financial assets 582 636
Interest income 122 75

Interest expenses –39 –68

Income taxes –424 –286

Total comprehensive income –2,981 –187

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Notes

11  Financial result The interest result improved by €92  million year on year, to
–€373 million, as a result of lower interest expenses. The decrease
Financial result in interest expenses was mainly due to lower interest rates on
Million € ­financial debt, particularly commercial paper.
2020 2019

Interest income from cash and cash equivalents 146 168 The rise in write-downs on / losses from securities and loans
Interest and dividend income from securities and loans 18 15 was primarily due to higher impairments on loans to n
­ onconsolidated
Interest income 164 183 Group companies.
Interest expenses –537 –648
The net interest expense from underfunded pension plans and
Interest result –373 –465
similar obligations declined year on year as a result of the lower
interest rate used to determine expenses for pension benefits
Reversals of write-downs on / income from securities and loansa 22 26
­compared with the previous year.
Income from the capitalization of borrowing costs 30 35

Interest income on income taxes a

35 4 The decline in other financial expenses was primarily due to lower
Miscellaneous financial income 31 16 net expenses associated with the translation of loans, bonds and
Other financial income 118 81 commercial paper and the valuation of the corresponding hedging
Write-downs on / losses from securities and loans –56 –8 instruments against interest and currency risks.
Net interest expense from underfunded pension plans and similar obligations –108 –155

Net interest expense from other long-term personnel obligations –2 –5

Unwinding the discount on other noncurrent liabilities –11 –11

Interest expenses on income taxesa –20 –25

Miscellaneous financial expenses –10 –117

Other financial expenses –207 –321

Other financial result –89 –240

Financial result –462 –705

a Reversals of write-downs on / income from securities and loans, interest income on income taxes and interest expenses on income taxes were reported as miscellaneous financial expenses in the previous year.

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Notes

12  Income taxes loss carryforwards and unused tax credits can be claimed. The Tax expense and tax rate
­assessment of recoverability of deferred tax assets is based on
Accounting policies ­internal projections of the future earnings of the particular Group The decline in current tax expense was due mainly to tax income for
company. previous years, especially from incentives offered by the CARES Act
In Germany, a uniform corporate income tax rate of 15.0% as well in the United States, and lower earnings, mainly in Germany and
as a solidarity surcharge of 5.5% thereon are levied on all distributed Changes in deferred taxes in the balance sheet are recorded as North America.
and retained earnings. In addition to corporate income tax, income deferred tax expense or income unless the underlying transaction is
generated in Germany is subject to a trade tax. It varies depending not to be recognized directly in equity or in income and expenses Changes in valuation allowances on deferred tax assets for tax loss
on the municipality in which the company is represented. As in the recognized in equity. For those effects which have been recognized carryforwards resulted in income of €5  million in 2020 (2019:
previous year, the weighted average tax rate was 14.5% in 2020. in equity, changes to deferred tax assets and tax liabilities are also ­expense of €1 million).
The 30% rate used to calculate deferred taxes for German Group recognized directly in equity.
companies remained unchanged in 2020. The income of foreign The BASF Group tax rate amounted to 5.8% in 2020 (2019: 22.9%).
Group companies is assessed using the tax rates applicable in their Deferred tax liabilities are recognized for differences between the The relatively low tax income in relation to pre-tax result in 2020
respective countries. These are also generally used to calculate proportional IFRS equity and the tax base of the investment in a ­resulted primarily from a rise in nondeductible operating ­expenses
­deferred taxes to the extent that tax rate adjustments for the future consolidated subsidiary if a reversal of these differences is expected due to the non-tax-effective impairment of goodwill and the overall
have not yet been enacted. in the foreseeable future. Deferred tax liabilities are recognized for negative earnings contribution from companies ­accounted for using
dividend distributions planned for the following year if these the equity method, mainly due to impairments of assets of the
Deferred taxes are recorded for temporary differences between the ­distributions lead to a reversal of temporary differences. Wintershall Dea Group, Kassel/Hamburg, Germany. This was
­
carrying amount of assets and liabilities in the financial statements ­partially offset by a rise in tax income for previous periods, due
according to IFRS and the carrying amounts for tax purposes as Provisions for German trade tax, corporate income tax and similar mainly to incentives offered by the CARES Act in the United States.
well as for tax loss carryforwards and unused tax credits. These also income taxes are calculated and recognized based on the expected
comprise temporary differences arising from business combinations, taxable income of the consolidated companies less any prepay- Other taxes included real estate taxes and other comparable taxes
with the exception of goodwill. Deferred tax assets and liabilities are ments that have been made. Provisions are set up for interest totaling €106 million in 2020 and €101 million in 2019.
calculated using the respective country-specific tax rates applicable ­accrued. This interest is reported under other financial result, not tax
for the period in which the asset or liability is realized or settled. Tax expense. Other taxes to be assessed are considered accordingly.
rate changes enacted or substantively enacted on or before the
balance sheet date are taken into consideration. IFRIC 23 clarifies the application of the recognition and measure-
ment policies from IAS  12 when there is uncertainty regarding
Deferred tax assets are offset against deferred tax liabilities provided ­income tax-related treatment of individual transactions. They are
they are related to the same taxation authority. Surpluses of deferred accounted for with the assumption that tax authorities will examine
tax assets are only recognized provided that the tax benefits are the questionable transaction and have all relevant information. The
likely to be realized. The valuation of deferred tax assets is based on amount of risk provisions is calculated and reviewed with con­
the probability of a reversal of the differences and the assessment of sideration for the results of past tax audits as well as the legal
the ability to utilize tax loss carryforwards and unused tax credits. ­assessment of not yet audited transactions and the risk of a d
­ eviating
This depends on whether future taxable profits will exist during the tax-related interpretation by the tax authorities. The most probable
period in which temporary differences are reversed and in which tax value of the individual risks is recognized.

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Notes

Tax expense
Million €
2020 2019

Current tax expense 398 1,053

Corporate income tax, solidarity surcharge and trade taxes (Germany) 73 114

Foreign income tax 739 929

Taxes for prior years –414 10

Deferred tax expense (+) / income (–) –489 –297

From changes in temporary differences –129 –298

From changes in tax loss carryforwards/unused tax credits –372 23

From changes in the tax rate 32 –26

From valuation allowances on deferred tax assets –20 4

Income taxes –91 756

Other taxes as well as sales and consumption taxes 228 224

Tax expense 137 980

Reconciliation of income taxes and the effective tax rate

2020 2019

Million € % Million € %

Income before income taxes –1,562 3,302

Expected tax based on German corporate income tax rate (15%) –234 15.0 495 15.0

Solidarity surcharge 2 –0.1 2 0.1

Trade taxes –255 16.3 12 0.4

Foreign tax rate differential 55 –3.5 257 7.8

Tax-exempt income –64 4.1 –41 –1.2

Nondeductible expenses 339 –21.7 61 1.8

Income of companies accounted for using the equity method (Income after taxes) 106 –6.8 –17 –0.5

Taxes for prior years (current and deferred taxes) –103 6.6 10 0.3

Deferred tax liabilities for the future reversal of temporary differences associated with shares in participating interests –66 4.2 –6 –0.2

Changes in the tax rate 32 –2.1 –26 –0.8

Other 97 –6.2 9 0.2

Income taxes/effective tax rate –91 5.8 756 22.9

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Notes

The item Other in the reconciliation for 2020 included tax effects Deferred taxes result from temporary differences between tax between fair values and the values in the tax accounts. This p
­ rimarily
from ­deferred tax assets not recognized on additions to loss ­balances and the measurement of assets and liabilities according to leads to deferred tax liabilities.
carryforwards in the amount of €14  million and on deductible
­ IFRS as well as from tax loss carryforwards and unused tax credits.
­temporary differences in the amount of €17 million. The remeasurement of all the assets and liabilities associated with
acquisitions according to IFRS 3 has resulted in significant d
­ eviations

Deferred taxes

Deferred tax assets and liabilities 2020

Million €
January 1, 2020, Effects recognized Effects recognized Business December 31, 2020, Deferred tax Deferred tax
net in income in equity (OCI) combinations Other net assets liabilities

Intangible assets –934 –8 33 –42 –4 –955 89 –1,044

Property, plant and equipment –1,081 –65 101 –36 13 –1,068 246 –1,314

Financial assets –136 64 5 – –7 –74 44 –118

Inventories and accounts receivable –199 82 –31 –3 –18 –169 232 –401

Provisions for pensions and similar obligations 2,424 28 384 14 1 2,851 3,342 –491

Other provisions and liabilities 841 42 –91 3 36 831 986 –155

Tax loss carryforwards 193 332 –11 1 –10 505 505 –

Other 15 14 –9 2 –4 18 82 –64

Deferred tax assets (liabilities) before netting 1,123 489 381 –61 7 1,939 5,526 –3,587

Netting – – – – – – –2,140 2,140

Deferred tax assets (liabilities) after netting 1,123 489 381 –61 7 1,939 3,386 –1,447

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Notes

Deferred tax assets and liabilities 2019

Million €
January 1, 2019, Effects recognized Effects recognized Business December 31, 2019, Deferred tax Deferred tax
net in income in equity (OCI) combinations Other net assets liabilities

Intangible assets –1,265 149 –4 59 125 –934 148 –1,082

Property, plant and equipment –976 –113 –16 –2 26 –1,081 122 –1,203

Financial assets 12 35 –1 – –182 –136 54 –190

Inventories and accounts receivable –203 48 –47 –14 17 –199 261 –460

Provisions for pensions and similar obligations 2,149 –48 354 – –31 2,424 3,153 –729

Other provisions and liabilities 633 222 –23 – 9 841 942 –101

Tax loss carryforwards 205 13 1 5 –31 193 193 –

Other 0 –9 –5 –4 33 15 83 –68

Deferred tax assets (liabilities) before netting 555 297 259 44 –34 1,123 4,956 –3,833

Netting – – – – – – –2,069 2,069

Deferred tax assets (liabilities) after netting 555 297 259 44 –34 1,123 2,887 –1,764

Deferred tax assets on deductible temporary differences in the Tax loss carryforwards €257 million in 2020 (2019: €205 million). Of these, €52 million will
amount of €182  million were not recognized in 2020 (2019: expire in 2021, €9 million in 2022, €35 million in 2023, €22 million in
€124  million), as their u
­tilization at reversal was not reasonably The distribution of tax loss carryforwards and the associated 2024, €52  million in 2025 and €14  million in 2026 and thereafter.
­certain. ­recognized deferred tax assets is as follows: The remaining €73 million will not expire.

Undistributed earnings of subsidiaries resulted in temporary Tax loss carryforwards Surpluses of deferred tax assets for companies that reported tax
­differences of €10,398 million in 2020 (2019: €13,335 million) for Million € losses in 2020 or 2019 totaled €2.645  million as of Decem-
which deferred tax liabilities were not recognized, as they are either Tax loss carryforwards Deferred tax assets ber 31, 2020 (December 31, 2019: €97 million). Deferred taxes were
not subject to taxation on payout or they are expected to be 2020 2019 2020 2019 recognized because, due to the planned earnings, use of temporary
­reinvested for an indefinite period of time. Germany 1,229 – 381 – differences or loss carryforwards is expected.
Foreign 688 950 124 195
Valuation allowances on deferred tax assets amounted to
Total 1,917 950 505 195
€63 million in 2020 (2019: €88 million). Of this figure, €13 million
pertained to tax loss carryforwards in 2020 (2019: €19 million).
Tax loss carryforwards exist in all regions. Tax losses in Germany
may be carried forward indefinitely. In some foreign countries, tax
loss carryforwards are only possible for a limited period of time. No
deferred tax assets were recognized for tax loss carryforwards of

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Notes

Tax liabilities 13  Noncontrolling interests

Tax liabilities primarily include assessed income taxes and other Noncontrolling interests in profits and losses Noncontrolling interests in losses rose year on year in 2020, due
taxes as well as estimated income taxes not yet assessed for the Million € chiefly to impairments of assets in BASF PETRONAS Chemicals
current year. As of 2020, BASF reports tax provisions separately 2020 2019 Sdn. Bhd., Shah Alam, Malaysia.
from deferred tax liabilities and no longer as a totals item. The Noncontrolling interests in profits 90 98
­prior-year figures have been restated accordingly. Noncontrolling interests in losses –105 –28 Income and expenses recognized in equity that were attributable to
noncontrolling interests totaled –€49 million in 2020 and €15 million
Total –15 70
in 2019. These effects resulted from currency translation in both
years.

Noncontrolling interests

December 31, 2020 December 31, 2019

Equity interest Equity interest

Group company Partner % Million € % Million €

BASF India Limited, Mumbai, India Free float 26.67 52 26.67 42

BASF PETRONAS Chemicals Sdn. Bhd., PETRONAS Chemicals Group Berhad,

40.00 81 40.00 172
Shah Alam, Malaysia Kuala Lumpur, Malaysia

BASF TOTAL Petrochemicals LLC, Port Arthur, Texas Total Petrochemicals & Refining USA, Inc., Houston, Texas 40.00 256 40.00 335

Shanghai BASF Polyurethane Company Ltd., Shanghai Hua Yi (Group) Company, Shanghai, China, and
30.00 98 30.00 99
Shanghai, China SINOPEC Assets Management Corporation, Bejing, China

BASF TODA Battery Materials, LLC, Tokyo, Japan TODA KOGYO CORP., Hiroshima, Japan 34.00 29 34.00 37

BASF Shanghai Coatings Co. Ltd., Shanghai, China Shanghai Huayi Fine Chemical Co., Ltd, Shanghai, China 40.00 78 40.00 65

Other 76 103

Total 670 853

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Notes

14  Intangible assets The expected useful lives and amortization methods of intangible Chemicals, to the disposal groups in 2019. Impairment tests were
assets are based on historical values, plans and estimates. The performed on goodwill for both cash-generating units prior to their
Accounting policies weighted average amortization periods of intangible assets were as respective reclassifications in the previous year.
follows:
Acquired intangible assets (excluding goodwill) with defined The respective recoverable amounts were determined using the
useful lives are generally measured at cost less straight-line Weighted average amortization in years value in use. Plans approved by company management and their
­amortization. The useful life is determined using the period of the respective cash flows for the next five years were used. For the
underlying contract or the period of time over which the intangible 2020 2019 ­period thereafter, a terminal value was calculated using a forward
asset can be expected to be used. Distribution and similar rights 14 15 projection from the last detailed planning year as a perpetual a
­ nnuity.
Product rights, licenses and trademarks 30 19 Planning is based on experience, current performance and
Impairments are recognized if the recoverable amount of the asset ­management’s best possible estimates on the future development
Know-how, patents and production technologies 16 15
is lower than the carrying amount. The recoverable amount is the of individual parameters, such as raw materials prices and profit
Internally generated intangible assets 4 4
higher of either fair value less costs to sell or the value in use. The margins. Market assumptions regarding, for example, economic
value in use is determined on the basis of future cash inflows and Other rights and values 5 5 development, inflation expectations and market growth are included
outflows, and the weighted average cost of capital after taxes, based on external macroeconomic and industry-specific sources.
­depending on tax rates and country-related risks. If the reasons for Emission rights: Emission certificates, which are granted free of
an impairment no longer exist, the write-downs are reversed up to charge by the German Emissions Trading Authority (Deutsche The required discounting of cash flows for impairment testing is
the value of the asset, had an impairment not been recognized. ­Emissionshandelsstelle) or a similar authority in other countries, are calculated using the weighted average cost of capital rate after tax,
Depending on the type of intangible asset, amortization is reported recognized in the balance sheet with a value of zero. Certificates which is determined using the capital asset pricing model. It
under cost of sales, selling expenses, research and development purchased on the market are capitalized at cost as intangible assets. ­comprises a risk-free interest rate, a market risk premium, and a
expenses or other operating expenses. Emissions generated create an obligation to surrender the emission spread for credit risk based on the respective industry-specific peer
certificates. Emission certificates purchased on the market are group.
Intangible assets with indefinite useful lives are trade names and subsequently measured at fair value, up to a maximum of the
­
trademarks that have been acquired as part of acquisitions. These amount of the acquisition costs. If the fair value is lower than the
are measured at cost and tested for impairment annually, or if there carrying amount on the balance sheet date, the emission rights are
is an indication that their value has declined. impaired.

Internally generated intangible assets primarily comprise Goodwill is only written down in the case of an impairment.
­internally developed software. Such software and other internally ­Impairment testing is performed once a year and whenever there is
generated intangible assets are measured at cost and amortized an indication of impairment. Goodwill impairments are not reversed.
over their estimated useful lives. Impairments are recognized if the
carrying amount of an asset exceeds the recoverable amount. In BASF’s goodwill is allocated to 20 cash-generating units (2019: 22),
addition to those costs directly attributable to the asset, costs of which are defined either on the basis of business units or at a higher
internally generated intangible assets also include an appropriate level. The reduction was due to the reclassification of goodwill for
portion of overhead costs. two of these cash-generating units, Pigments and Construction

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Notes

Triggering events for potential impairment first became evident over Goodwill of cash-generating units
the course of the summer due to the significant economic impact of Million €
the coronavirus pandemic. All cash-generating units were evaluated 2020 2019a, b

for potential impairment risks based on analyses. Except for the Cash-generating unit Goodwill Growth ratec Goodwill Growth ratec
cash-generating unit and business unit, Surface Treatment, in the Agricultural Solutions division 3,039 2.0% 3,219 2.0%
Surface Technologies segment, the analyses resulted in solid
Catalysts division (excluding battery materials) 1,244 2.0% 1,315 2.0%
­findings indicating no impairment risk.
Personal Care Ingredients in the Care Chemicals division 493 2.0% 515 2.0%

The impairment test for the cash-generating Surface Treatment unit Surface Treatment in the Coatings division 696 2.0% 1,512 2.0%

was accelerated; and future cash flows were adjusted downward Other cash-generating units 1,487 0.0%–2.0% 1,544 0.0%–2.0%
given the market environment in the automotive and aviation Goodwill as of December 31 6,959 8,105
­industries due to the significant drop in demand from effects of the
a Reclassification of goodwill from the construction chemicals business to the disposal group in the amount of €772 million as of December 21, 2019
coronavirus pandemic and expectations for slow recovery. The b Reclassification of goodwill from the pigments business to the disposal group in the amount of €414 million as of August 29, 2019
c Growth rates used in impairment tests to determine terminal values in accordance with IAS 36
­impairment test also took into consideration measures approved
and being taken due to the pandemic, such as efficiency
improvements across the unit’s entire value chain. Assuming a
­
weighted average cost of capital rate after taxes of 6.53% (2019: The annual impairment tests of the other 19 cash-generating units This does not apply to the goodwill of the cash-generating unit and
5.17%), the changed assumptions resulted in a goodwill impairment were performed in the fourth quarter of 2020. The calculation also business unit, Resins, in the Industrial Solutions segment.
of €786 million of the Surface Treatment unit, recognized in other takes into account capital structure and the beta factor of the
expenses. The recoverable amount corresponds to the unit’s value respective peer group as well as the average tax rate of each
­ Future cash flows for the Resins unit were adjusted downward due
in use and was €1,946 million as of September 30, 2020. A growth cash-generating unit. Impairment tests were performed on the units to the effects of the coronavirus pandemic on the market ­environment
rate reduction of 0.5 percentage points would lead to a further need assuming a weighted average cost of capital rate after taxes of in the automotive industry. Besides the effects of the coronavirus
for impairment in the amount of €138 million. If all basic assumptions ­between 4.86% and 6.92% (2019: between 5.16% and 7.73%). pandemic, profitability and efficiency-boosting measures, currently
remained constant, a reduction of 10 percentage points in income This corresponds to a weighted average cost of capital rate before being implemented, were factored into the impairment test. The
from operations within the period of detailed planning would lead to taxes of between 6.50% and 8.85% (2019: between 6.38% and result of these assumptions was that the recoverable amount
­
a further need for impairment in the amount of €161  million. 10.00%). ­exceeded the carrying amount by €68  million, given a weighted
Irrespective of that, an additional impairment in the amount of
­ ­average cost of capital rate after taxes of 6.63% (2019: 7.03%) and
€185 million would result from an increase of 0.5 percentage points After determining the recoverable amounts for the cash-generating a growth rate of 2.0% (2019: 2.0%). The recoverable amount would
to the cost of capital rate. units, the conclusion was that reasonable possible deviations from be equal to the unit’s carrying amount if the weighted average cost
the key assumptions would not lead to the carrying amounts of of capital rate rose by 0.69 percentage points or the growth rate
18 units exceeding their respective recoverable amounts. were 1.03 percentage points lower. Goodwill in the amount of
€34 million was allocated to the Resins unit as of December 31, 2020.

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Notes

Development of intangible assets Additions in 2020 related primarily to the acquisition of production
technologies amounting to €21  million from AgriMetis  LLC,
Development of intangible assets 2020 Lutherville, Maryland, in the Agricultural Solutions segment.
­
Million € ­Additions also included internally created intangible assets totaling
Know-how, Internally €37  million, comprising primarily the development of software not
Product rights, ­patents and generated
Distribution and licenses and production intangible Other rights allocated to an operational segment.
similar rights trademarks technologies ­assets and valuesa Goodwill Total

Cost Additions from acquisitions resulted mainly from the acquisition of

As of January 1, 2020 2,891 1,433 4,319 196 611 8,105 17,555 Solvay’s global polyamide business in the Materials s­egment, to
Changes in the scope of consolidation – – –59 – – – –59
which the additional goodwill is also allocated.

Additions 2 0 40 37 24 – 103
Disposals of intangible assets amounting to €249 million primarily
Additions from acquisitions 123 – 171 0 376 21 691
concerned the derecognition of fully amortized assets for ­distribution
Disposals –147 0 –67 –7 –28 – –249 and similar rights and of production technologies in the Industrial
Transfers –6 0 –34 8 24 – –8 Solutions and Nutrition & Care segments.
Transfers to disposal groups 7 0 13 – –14 – 6
Transfers to disposal groups related to the adjustment of
Currency effects –139 –46 –201 0 –20 –392 –798
reclassified amounts to the discontinued construction chemicals
­
As of December 31, 2020 2,731 1,387 4,182 234 973 7,734 17,241
business.
Accumulated depreciation and
amortization
In 2020, additions to accumulated amortization contained
As of January 1, 2020 1,323 238 1,072 112 285 – 3,030
­impairments of €35 million (excluding goodwill). They related mainly
Changes in the scope of consolidation – – –57 – – – –57 to customer relationships and to a production technology in the
Additions 217 44 281 33 135 786 1,496 Nutrition & Care segment. Its use was discontinued prematurely due
of which impairments 15 2 15 3 0 786 821 to the optimization of the production structure. Moreover, customer
Disposals –143 0 –59 –6 –27 – –235
rights and production technologies were impaired in the Agricultural
Solutions segment after the registration of an active ingredient
Transfers 6 0 –1 1 –2 – 4
­expired.
Transfers to disposal groups –5 0 0 0 1 – –4

Currency effects –58 –7 –51 0 –11 –11 –138 Further impairments totaling €11  million were attributable to the
As of December 31, 2020 1,340 275 1,185 140 381 775 4,096 Chemicals, Industrial Solutions, Nutrition  & Care, Agricultural
Net carrying amount as of ­Solutions, Materials and Surface Technologies segments and ­related
1,391 1,112 2,997 94 592 6,959 13,145
December 31, 2020 primarily to know-how, patents and production technologies.
a Including licenses to such rights and values

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Notes

Development of intangible assets 2019 Additions in 2019 related primarily to the acquisition of technologies
Million € and patents amounting to €49  million from Grillo-Werke AG,
Know-how, Internally ­Duisburg, Germany, in the Nutrition & Care segment. Additions also
Product rights, patents and generated
Distribution and licenses and production intangible Other rights included newly acquired software licenses and rights of use.
similar rights trademarks technologies assets and valuesa Goodwill Total

Cost Additions from acquisitions resulted from the acquisition of

As of January 1, 2019 4,038 1,839 4,575 152 553 9,211 20,368 Isobionics B.V., Geleen, Netherlands, a startup company that
­
Changes in the scope of consolidation – – 0 – – 0 0
develops and produces natural flavors and fragrances. This
­
increased goodwill by €16  million and capitalized know-how by
­
Additions –2 0 86 45 163 – 292
€31 million. By contrast, there was a decrease of goodwill in the
Additions from acquisitions 3 1 52 – -46 –47 –37
amount of €65 million due to a retroactive purchase price allocation
Disposals –157 –8 –25 –2 –86 –3 –281 and purchase price adjustment to assets from the acquisition of
Transfers – – –6 – 26 – 20 significant parts of Bayer’s seed and non-selective herbicide
Transfers to disposal groups –1,038 –410 –409 – –5 –1,186 –3,048 ­businesses and its vegetable seeds business in the previous year.

Currency effects 47 11 46 1 6 130 241

Disposals of intangible assets amounting to €281 million primarily
As of December 31, 2019 2,891 1,433 4,319 196 611 8,105 17,555
concerned the derecognition of fully amortized assets for distribu-
Accumulated depreciation and tion and supply rights in the Agricultural Solutions segment and of
amortization
software licenses.
As of January 1, 2019 2,043 376 1,046 94 255 – 3,814

Changes in the scope of consolidation – – – – – – – Transfers to disposal groups were attributable to intangible assets
Additions 259 59 287 20 113 – 738 in connection with the construction chemicals business in Decem-
Disposals –157 –8 –22 –2 –82 – –271 ber 2019 and the pigments business in August 2019.
Transfers – – 15 – – – 15
In 2019, additions to accumulated amortization contained impair-
Transfers to disposal groups –845 –190 –265 – –3 – –1,303
ments of €15  million. These impairments pertained primarily to
Currency effects 23 1 11 – 2 – 37
­patents that were not allocated to an operational segment and were
As of December 31, 2019 1,323 238 1,072 112 285 – 3,030 revalued due to a planned sale.
Net carrying amount as of
1,568 1,195 3,247 84 326 8,105 14,525
December 31, 2019

a Including licenses to such rights and values

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Notes

15  Property, plant and equipment Both movable and immovable fixed assets are principally Borrowing costs: If directly incurred as part of the acquisition,
­depreciated using the straight-line method. The estimated useful construction or production of a qualifying asset are capitalized as
Accounting policies lives and depreciation methods of property, plant and equipment part of the acquisition or production cost of that asset. A qualifying
are based on historical values, plans and estimates. The deprecia- asset is an asset for which the process necessary to make it ready
Property, plant and equipment are measured at cost less tion methods, useful lives and residual values are reviewed at each for its intended use or sale is longer than one year. Borrowing costs
­depreciation and impairment over their useful lives. The revaluation balance sheet date. are capitalized up to the date the asset is ready for its intended use.
method is not applied. Low-value assets are fully expensed in the Borrowing costs were calculated based on a rate of 1.5% (previous
year of acquisition. The weighted average depreciation periods of continuing operations year: 1.5%) and adjusted on a country-specific basis, if necessary.
were as follows: All other borrowing costs are recognized as an expense in the period
The cost of self-constructed plants includes direct costs, in which they are incurred.
­appropriate allocations of material and production overhead costs, Weighted average depreciation in years
and a share of the general administrative costs of the divisions Government grants: Government grants related to the acquisition
­involved in the construction of the plants. 2020 2019 or construction of property, plant and equipment reduce the
Buildings and structural installations 16 17 acquisition or construction cost of the respective assets. Other
­
Expenses related to the scheduled maintenance of large-scale Machinery and technical equipment 10 11 government grants or government assistance are recognized
plants are capitalized separately and depreciated using the immediately as other operating income or treated as deferred
­
Miscellaneous equipment and fixtures 6 6
straight-line method over the period until the next planned
­ ­income and released over the underlying period.
turnaround. Costs for the replacement of components are
­
­recognized as assets if an additional future benefit is expected. The If there is indication of a possible cause for impairment, an ­impairment
carrying amount of the replaced components is derecognized. test is performed. Impairments to property, plant and equipment are
Costs for maintenance and repair as part of normal business recognized if the recoverable amount of the asset is lower than the
­operations are recognized as an expense. carrying amount. The measurement is based on fair value less costs
to sell or the value in use. The value in use is determined on the
As lessee, BASF generally recognizes for all leases right-of-use basis of future cash inflows and outflows and weighted average cost
­assets and lease liabilities in the balance sheet at the present value of capital after taxes (determined using the capital asset pricing
of financial commitments entered. model), depending on relevant tax rates and country-related risks.
For more information, see Note 16 from page 272 onward An impairment is recognized for the difference between the carrying
amount and the recoverable amount. If the reasons for an impair-
Investment properties held to realize capital gains or rental income ment no longer exist, the write-downs are reversed up to the value
are immaterial. They are valued at the lower of fair value or cost less of the asset, had an impairment not been recognized. Impairments
depreciation. and reversals of impairments are reported in other operating income
and expenses.
For more information on the value in use and the weighted cost of capital rate, see Note 14 from
page 264 onward

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Notes

Development of property, plant and equipment including right-of-use assets arising from leases in 2020
Million €
Right-of-use
Right-of-use Right-of-use Advance advance
Machinery and machinery Miscellaneous miscellaneous payments and payments and
Right-of-use Right-of-use technical and technical equipment equipment construction construction
Land land Buildings buildings equipment equipment and fixtures and fixtures in progress in progress Total

Cost

As of January 1, 2020 950 440 10,757 808 43,783 399 4,808 551 3,006 6 65,508

Changes in the scope of consolidation 1 – – – – – 2 1 37 – 41

Additions 18 40 161 120 787 147 199 202 1,842 – 3,516

Additions from acquisitions 12 – 82 3 400 10 3 1 48 – 559

Disposals –3 –13 –129 –53 –590 –13 –145 –36 –216 – –1,198

Transfers 5 – 282 1 1,123 6 77 –1 –1,515 –6 –28

Transfers to disposal groups 3 –2 – –3 –34 – –4 –2 60 – 18

Currency effects –39 –14 –404 –42 –1,567 –44 –167 –26 –98 – –2,401

As of December 31, 2020 947 451 10,749 834 43,902 505 4,773 690 3,164 – 66,015

Accumulated depreciation

As of January 1, 2020 53 65 6,374 144 33,110 144 3,472 196 158 – 43,716

Changes in the scope of consolidation – – – – – – 1 – – – 1

Additions 19 40 614 188 3,401 106 392 195 234 – 5,189

of which impairments 18 23 250 50 1,396 25 49 14 234 – 2,059

Disposals –2 –1 –112 –27 –546 –8 –135 –25 –214 – –1,070

Transfers – – –2 – 34 – –45 –1 –10 – –24

Transfers to disposal groups – – 2 2 7 – –1 3 10 – 23

Currency effects –4 –4 –187 –15 –1,124 –13 –108 –11 –1 – –1,467

As of December 31, 2020 66 100 6,689 292 34,882 229 3,576 357 177 – 46,368

Net carrying amount as of December 31, 2020 881 351 4,060 542 9,020 276 1,197 333 2,987 – 19,647

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Notes

Additions to property, plant and equipment arising from i­nvestment The majority of impairments (€748 million) in the Materials segment Of all impairments in the Nutrition & Care segment, €20 million were
projects (excluding leases) amounted to €3,007  million in 2020. was also attributable to ongoing excess supply – amplified by the attributable to discontinued investment projects in Europe and Asia.
Investments were made at the following sites in particular: coronavirus pandemic – as well as to the associated decrease in The impairments related in particular to miscellaneous equipment
­Ludwigshafen, Germany; Antwerp, Belgium; Geismar, Louisiana; prices and margins. They related to nearly all classes of fixed assets, and fixtures as well as to construction in progress
and Shanghai, China. Material investments included the expansion especially machinery and technical equipment (€627  million),
­
of the vitamin A plant in Ludwigshafen, Germany, and construction ­construction in progress (€77  million) and buildings (€40  million). Impairments in the Agricultural Solutions segment arose in the
of an ethylene oxide and polyethylene oxide production plant in They primarily comprised the depreciation of individual production amount of €280  million almost completely from measures to
Antwerp, Belgium. Investments also included the upgrade and plants in Europe, North America and Asia. The values in use were ­streamline the glufosinate-ammonium production network in North
capacity expansion of the MDI synthesis unit in Geismar, ­Louisiana. calculated using cost of capital rates after taxes between 6.92% America and Europe. These impairments concerned nearly all asset
Government grants for funding investment measures reduced and 8.46% and led to full depreciation in the amount of €676 million. classes, with €132  million attributable to machinery and technical
asset additions by €11  million. The additions to right-of-use
­ equipment, €60 million to buildings and €42 million to right-of-use
­machinery and technical equipment related mainly to a syngas Of all impairments in the Industrial Solutions segment, €37 million building assets.
separation unit facility in Geismar, Louisiana. were related to production plants in Asia and resulted from
­decreased production and the expectation of a slow recovery in the Disposals of property, plant and equipment included the sale of a
Additions from acquisitions resulted from the acquisition of S
­ olvay’s automotive and aviation industries due to the effects of the corona- production site in Denmark.
global polyamide business. virus pandemic. Furthermore, plants in North America were impaired
For more information on acquisitions, see Note 3 from page 235 onward in the amount of €43  million in connection with restructuring. The Transfers related mainly to the reclassification of operation-ready
values in use were calculated using cost of capital rates after taxes assets from construction in progress to other asset categories.
In 2020, impairments of €2,059  million were included in between 6.66% and 7.77%. Impairments related chiefly to
­accumulated depreciation. The impairments related to all machinery and technical equipment (€54  million) and buildings
­ Transfers to disposal groups related to amounts reclassified to
­segments and were mainly attributable to the economic effects of (€17 million). the discontinued construction chemicals business and to the
the coronavirus pandemic and to restructuring measures. ­discontinued pigments business.
Of all impairments in the Surface Technologies segment, the ­majority For more information on divestitures, see Note 3 from page 235 onward
Of all impairments in the Chemicals segment, the majority (€197 million) related to the partial impairment of the production
(€550 million) was attributable to impairments resulting from o
­ ngoing network for catalysts in Europe with sites in Germany, Poland and Currency effects lowered property, plant and equipment by
excess supply and the associated decrease in prices and margins. South Africa, due mainly to the economic impact of the coronavirus €934  million and resulted mainly from the depreciation of the
The impairments concerned nearly all asset classes, especially pandemic and current market developments in the automotive U.S. dollar and the Brazilian real against the euro.
­machinery and technical equipment (€414  million), construction in ­industry. The value in use was calculated using a cost of capital rate
progress (€53  million) and buildings (€42  million). They primarily after taxes of 7.13 %. The impairments concerned nearly all asset
comprised the depreciation of individual production plants in ­Europe, classes, with €123  million attributable to machinery and technical
North America and Asia. The values in use were calculated using equipment, €54 million to buildings and €9 million to construction in
cost of capital rates after taxes between 6.76% and 7.85% and led progress. Furthermore, full depreciation of production plants and
to full depreciation in the amount of €456 million. construction in progress in Europe, North America and Asia was
recognized in the total amount of €41 million.

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Notes

Development of property, plant and equipment in 2019

Millionen €
Right-of-use
Right-of-use Right-of-use Advance advance
Machinery and machinery Miscellaneous miscellaneous payments and payments and
Right-of-use Right-of-use technical and technical equipment equipment construction construction
Land landa Buildings buildingsa equipment equipmenta and fixtures and fixturesa in progress in progressa Total

Cost

As of January 1, 2019 1,349 154 10,807 700 42,331 190 4,616 274 3,905 – 64,326

Changes in the scope of consolidation – 1 – – 5 – 4 – 5 – 15

Additions 13 24 214 100 1,206 109 190 210 1,767 6 3,839

Additions from acquisitions – – 2 – 1 – – – – – 3

Disposals –76 –4 –114 –33 –605 –8 –182 –28 –15 – –1,065

Transfers –266 275 207 92 1,841 107 321 129 –2,702 – 4

Transfers to disposal groups –87 –7 –429 –55 –1,281 0 –172 –35 13 – –2,053

Currency effects 17 –3 70 4 285 1 31 1 33 – 439

As of December 31, 2019 950 440 10,757 808 43,783 399 4,808 551 3,006 6 65,508

Accumulated depreciation

As of January 1, 2019 104 – 6,238 – 32,480 – 3,400 – 6 – 42,228

Changes in the scope of consolidation – – –2 – 1 – 3 – – – 2

Additions –3 18 433 142 2,022 80 384 162 170 – 3,408

Disposals – – –81 –2 –576 –5 –166 –25 –17 – –872

Transfers –48 49 –20 12 –87 69 –45 70 –2 – –2

Transfers to disposal groups –1 –1 –225 –8 –928 0 –123 –11 – – –1,297

Currency effects 1 –1 31 – 198 – 19 – 1 – 249

As of December 31, 2019 53 65 6,374 144 33,110 144 3,472 196 158 – 43,716

Net carrying amount as of December 31, 2019 897 375 4,383 664 10,673 255 1,336 355 2,848 6 21,792

a Right-of-use assets of €1,318 million were capitalized as of January 1, 2019, following the initial application of IFRS 16; the values were restated accordingly.

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Notes

Additions to property, plant and equipment arising from i­nvestment Transfers to disposal groups included property, plant and 16 Leases
projects (excluding leases) amounted to €3,390  million in 2019. ­equipment, which had been reclassified to the disposal groups for
Investments were made at the following sites in particular: the pigments business and the construction chemicals business. Accounting policies
Ludwigshafen, Germany; Antwerp, Belgium; Shanghai, China;
­ For more information on divestitures, see Note 3 from page 235 onward
Geismar, Louisiana; and Freeport, Texas. Material investments A lease is an agreement that conveys the right to control the use of
­included the acetylene plant as well as the expansion of the vitamin Currency effects raised property, plant and equipment by identified asset for a defined period of time in return for a payment.
A plant in Ludwigshafen, Germany. Furthermore, additions €190 million and resulted mainly from appreciation of the U.S. dollar
­included renovations and major repairs to the steam cracker and against the euro. Leases in which BASF is a lessee mainly relate to real estate and
the construction of a new propane tank in Antwerp, Belgium. transportation and technical equipment.
­Investments also included the upgrade and capacity expansion of
the MDI synthesis unit in Geismar, Louisiana. Government grants Leases can be embedded within other contracts. If separation is
for funding investment measures reduced asset additions by required under IFRS, the embedded lease is recorded separately
€9 million. from its host contract and each component of the contract is
accounted and measured in accordance with the applicable
­
In 2019, impairments of €315 million and reversals of impairments ­regulations.
of €6  million were included in accumulated depreciation. The
impairments were primarily attributable to construction in progress As lessee, BASF accounts for nearly all leases, recognizing
resulting from discontinued investment projects in North America right-of-use assets for leased assets and liabilities for lease
­
within the Petrochemicals division. Furthermore, impairments on ­agreements. The following principles are considered:
buildings and technical equipment at one production site in Europe –– BASF exercises the exemption for lease agreements with a
were also included in accumulated depreciation. maximum term of 12 months from the date of provision and
­
low-value assets. Low-value assets are generally defined as
Disposals of property, plant and equipment included the sale of a leased assets worth a maximum of €5,000.
building complex in Switzerland. –– Lease liabilities are measured at the present value of the remaining
lease payments, taking into account the incremental borrowing
Transfers related mainly to the reclassification of operation-ready rate.
assets from construction in progress to other asset categories. –– As a general rule, BASF separates non-lease components, such
Transfers also included reclassification of existing finance leases as as services, from lease payments.
of December  31, 2018 to right-of-use assets due to the initial –– A right-of-use asset is generally recognized at the same amount
­application of IFRS 16. as the lease liability. Differences may arise from the lease p
­ ayments
made prior to the provision of the leased asset, less any lease
­incentives received.

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Notes

–– After capitalization at commencement date, whereby the right-of- expected payment profile over time, the lease liability is Expenses and income in the statement of income from
leases for BASF as lessee
use asset is measured at cost, the right-of-use asset is generally ­remeasured.
depreciated over the lease term using the straight-line method. –– If an existing lease contract is modified, the lease liability and Million €
2020 2019
–– A number of leases, particularly for real estate and barges, include right-of-use asset must be remeasured, provided the modification
extension and termination options. Extension and termination changes the payment profile (pursuant to the interest and princi- Interest expenses for lease liabilities –36 –39

options are taken into account on recognition of the lease liability pal plan) or the scope (either quantitatively or time-related) of use Expenses for variable lease payments not included in the
–13 –13
­measurement of lease liabilities
only if BASF is reasonably certain that these options will be of the asset.
­exercised in the future. When contract terms are being deter- Income from sublease agreements 1 2

mined, consideration is given to all facts and circumstances that BASF presents the interest component of lease payments in cash Expenses for short-term leases –131 –189
offer an economic incentive for exercising extension options or flows from operating activities and the repayment portion in cash Expenses for leases for low-value assets –43 –7
not exercising termination options. Changes in lease terms arising flows from financing activities. Lease payments under short-term Gains and losses from sale and leaseback transactions – 30
from the exercise of an extension option or non-exercise of a agreements, agreements with low-value assets or variable payments
Total –222 –216
­termination option are only considered if sufficient certainty exists. are presented in cash flows from operating activities.
Estimates and expectations which are asserted at the com-
mencement date of the lease liability and the right-of-use asset In 2020 and 2019, no material sale and leaseback transactions
and pertain to future payments not yet determined on the date of ­occurred.
provision are assessed continuously during the lease term. If
subsequently improved or changed knowledge influences the BASF as lessor

BASF acts as a lessor for finance leases to a minor extent only.

Receivables on finance leases were €44  million in 2020 (2019:
BASF as lessee €23 million). The leased assets pertained primarily to buildings and
production facilities.
Lease liabilities
Million € Claims arising from operating leases amounted to €132  million in
December 31, 2020 December 31, 2019 2020 (2019: €174  million). As in the previous year, there were no
Lease Future Lease Future material operating leases for property, plant and equipment.
liabilities Interest portion lease payments liabilities Interest portion lease payments

Following year 1 334 29 363 381 30 411

Following year 2 233 28 261 269 27 296

Following year 3 156 23 179 180 21 201

Following year 4 109 24 133 118 18 136

Following year 5 74 18 92 84 14 98

More than 5 years 455 151 606 390 122 512

Total 1,361 273 1,634 1,422 232 1,654

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Notes

Future lease payments to BASF from operating lease contracts 17 Inventories Inventories
Million € Million €
December 31, 2020 December 31, 2019 Accounting policies Dec. 31, Dec. 31,
2020 2019
Less than 1 year 25 22
Raw materials and factory supplies 3,105 3,379
1–5 years 66 120 Inventories are measured at acquisition cost or cost of conversion
based on the weighted average method. If the market price or the Work in progress, finished goods and merchandise 6,784 7,742
More than 5 years 41 32
fair value of the sales products, which are based on the net r­ ealizable Advance payments and services in progress 121 102
Total 132 174
values, is lower, then the sales products are written down to this Inventories 10,010 11,223
lower value. The net realizable value is the estimated price in the
Income from leases for BASF as lessor ordinary course of business less the estimated costs of completion
Million € and the estimated selling costs. Work in progress, finished goods and merchandise are ­combined
2020 2019 into one item due to production conditions in the chemical industry.
Income from finance leases 25 1 In addition to direct costs, cost of conversion includes an appropri- Services in progress mainly relate to services not invoiced as of the
of which gains and losses from sales 24 1 ate allocation of production overhead costs based on normal balance sheet date.
utilization rates of the production plants, provided that they are
­
financial income from net investment
1 –
in the lease ­related to the production process. Pensions, social services and Cost of sales included inventories recognized as an expense
income from variable lease payments not included voluntary social benefits are also included, as well as allocations for amounting to €30,379 million in 2020, and €29,643 million in 2019.
– –
in measurement of net investment administrative costs, provided they relate to the production.
Income from operating leases 24 19 ­Borrowing costs are not included in cost of conversion. Write-downs on inventory were recognized in the amount of
of which income from variable lease payments not €65 million in 2020, and in the amount of €111 million in 2019.
– –
dependent upon an index or interest rate Inventories may be written down if the prices for the sales products
Total 49 20 decline, or in cases of a high rate of days sales of inventory (DSI).
Write-downs on inventories are reversed if the reasons for them no
longer apply.

The exception made by IAS 2 for traders is applied to the measure-

ment of precious metals. Accordingly, inventories held exclusively
for trading purposes are measured at fair value less costs to sell and
recognized in the precious metal trading item (carrying amount as of
December  31, 2020: €1,604  million; as of December  31, 2019:
€977  million) under miscellaneous current assets. All changes in
value are immediately recognized in the statement of income.

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Notes

18  Receivables and miscellaneous assets The changes in loans and interest receivables were predomi­nantly
due to reimbursements of and valuation allowances on loans to
nonconsolidated subsidiaries.
Other receivables and miscellaneous assets
Million € The decrease in noncurrent derivatives with positive fair values
December 31, 2020 December 31, 2019 primarily affected the market valuation of combined interest rate and
Noncurrent Current Noncurrent Current currency swaps. The change in current derivatives with positive fair
Loans and interest receivables 127 123 165 275 market values was largely attributable to the increase in fair values of
commodity derivatives for precious metals.
Derivatives with positive fair values 105 414 204 395

Receivables from finance leases 41 3 20 3

Bank acceptance drafts are used as an alternative form of p ­ ayment
Receivables from capital equipment of nonconsolidated subsidiaries – 122 – 123 in China. Bank acceptance drafts are issued at a discount from their
Receivables from bank acceptance drafts – 288 – 188 par value. They can be held to maturity, traded or redeemed
Other 287 261 306 217 ­prematurely at a discount. If BASF discounts a bank acceptance
Other receivables and assets that qualify as financial instruments 560 1,211 695 1,201
draft with recourse, a liability toward the credit institution is
­recognized in the amount of the payment received. The increase
Prepaid expenses 79 257 103 310
relates to higher sales and broader use of this form of payment in
Defined benefit assets 126 – 123 –
China.
Tax refund claims 104 1,158 132 967

Employee receivables 0 21 0 15 Prepaid expenses in 2020 mainly included prepayments of

Precious metal trading items – 1,604 – 977 €28 million related to operating activities compared with €30 million
in 2019, as well as €79 million in prepayments for insurance in both
Other 43 422 59 320
2020 and 2019. Prepayments for license costs decreased from
Other receivables and assets that do not qualify as financial instruments 352 3,462 417 2,589
€74 million in 2019 to €70 million in 2020. Prepaid expenses in 2020
Other receivables and miscellaneous assets 912 4,673 1,112 3,790 included lower advance payments for received precious metal
­catalysts to be refurbished.

The change in current tax refund claims was largely attributable to

the rise in open income tax receivables at various Group companies.

The rise in current other receivables and assets, which represent

­financial instruments, was due to higher deposits on commodity
derivatives and increased receivables for other refunds.

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Notes

Precious metal trading items primarily comprise physical items, Valuation allowances on receivables (financial instruments) 2020
precious metal accounts as well as long positions in precious Million €
metals, which are largely hedged through forward sales or
­ Reclassification As of
As of Reclassification Translation to assets of December 31,
­derivatives. The rise in 2020 was due to a significant increase in the January 1, 2020 Additions Releases between stages effect ­disposal groups 2020
price of palladium and rhodium. Accounts receivable,
324 142 124 0 –42 –1 299
trade
Expected losses of trade accounts receivable at BASF are of which stage 2 43 53 51 0 –3 0 42
­calculated primarily on the basis of internal or external customer stage 3 281 89 73 0 –39 –1 257
ratings and the associated probability of default.
Other receivables 40 98 13 – 3 – 122

of which stage 1 4 2 4 – – – 2
The following table presents the gross values and credit risks for
trade accounts receivable measured at amortized cost as of stage 2 0 – – – – – –

­December 31, 2020. stage 3 36 96 9 – 3 – 120

Total 364 240 137 0 –39 –1 421

Accounts receivable, trade
Million €

Creditworthiness as
of December 31, Equivalence to At BASF, a comprehensive, global credit insurance program covers In 2020, valuation allowances of €98 million were recognized for
2020 external ratinga Gross carrying amounts accounts receivable, trade. Under a global excess of loss policy, other receivables representing financial instruments, and valuation
High/medium credit
from AAA to BBB– 5,834 future bad debts are insured for essentially all BASF Group allowances of €13  million were reversed. In the previous year,­
rating
­companies excluding joint ventures. The program has no impact on ­valuation allowances of €15 million were recognized and valuation
Low credit rating from BB– to D 3,888 the calculation of valuation allowances in accordance with IFRS 9. allowances of €3 million were reversed.
a Standard & Poor’s rating No compensation claims were incurred in either 2020 or 2019.
Additions included valuation allowances of €7 million due to a
There are currently no significant credit risks (or a concentration Payment terms are generally agreed upon individually with cus­ change in valuation parameters. Additions primarily included
thereof) associated with other financial instruments. BASF generally tomers and, as a rule, are within 90 days. In 2020, valuation allow- valuation allowances of loans to former and current Group
­
monitors the credit risk associated with counterparties with which ances of €142  million were added for trade accounts receivable, ­companies.
receivables exist representing financial instruments. In accordance and valuation allowances of €124  million were reversed. In the
with IFRS 9, impairments for expected credit losses on receivables ­previous year, valuation allowances of €168 million were added for
are recognized based on this. trade accounts receivable, and valuation allowances of €146 million
were reversed.

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Notes

19  Capital, reserves and retained earnings with the approval of the Supervisory Board, to issue, on a one-off Capital reserves
basis or in portions on more than one occasion, bearer or registered
Authorized capital convertible bonds and/or bonds with warrants, or combinations of Capital reserves include effects from BASF’s share program,
these instruments, with or without maturity limitations up to a ­premiums from capital increases and consideration for warrants and
BASF SE has only issued fully paid-up registered shares with no par ­nominal value of €10 billion until May 11, 2022. The notional interest negative goodwill from the capital consolidation resulting from
value. There are no preferential voting rights or other restrictions. in the share capital attributable to the BASF shares to be issued in ­acquisitions of subsidiaries in exchange for the issue of BASF  SE
BASF SE does not hold any treasury shares. connection with the debt instruments issued under this authoriza- shares at par value.
tion may not exceed 10% of the share capital.
In accordance with the resolution of the Annual Shareholders’ Retained earnings
­Meeting on May  3, 2019, the Board of Executive Directors was In this connection, the share capital was increased conditionally by
­authorized, with the consent of the Supervisory Board, to increase, up to €117,565,184 by issuing a maximum of 91,847,800 new The acquisition of shares in companies that BASF already controls
until May 2, 2024, on a one-off basis or in portions on a number of registered BASF shares. The conditional capital increase will only be or that are included in the Consolidated Financial Statements as a
occasions, the company’s share capital by a total of up to €470 mil- carried out to the extent to which holders of convertible bonds, or joint arrangement is treated as a transaction between shareholders,
lion­by issuing new shares against contributions in cash or in kind. In warrants attached to bonds with warrants issued, exercise their as long as this does not lead to a change in the consolidation
principle, shareholders are entitled to a subscription right. However, conversion or option rights. This authorization has not been ­method. There were no material transactions of this type in 2020, as
the Board of Executive Directors is authorized, with the approval of ­exercised to date. in the previous year.
the Supervisory Board, to exclude shareholders’ statutory subscrip-
tion rights in the cases specified in the authorizing resolution. The Authorization of share buybacks Retained earnings
Board of Executive Directors is authorized, with the consent of the Million €
Supervisory Board, to lay down the further contents of the share By way of a resolution of the Annual Shareholders’ Meeting of December 31, 2020 December 31, 2019

rights and the details of the execution of the capital increase. The May 12, 2017, the Board of Executive Directors was authorized to Legal reserves 901 830
total shares issued on the basis of the above authorization with the buy back shares until May  11, 2022, in accordance with sec- Other retained earnings 37,010 41,226
exclusion of the shareholders’ subscription right in the case of tion 71(1) no. 8 of the German Stock Corporation Act (AktG). The
Retained earnings 37,911 42,056
­capital increases in return for contributions in cash or in kind must buyback may not exceed 10% of the company’s share capital at the
not exceed 10% of the share capital at the time that this authoriza- time the resolution was passed and can take place via the stock
tion comes into effect or – if this value is lower – at the time of its exchange, a public purchase offer addressed to all shareholders, or Legal reserves rose by €70 million in 2020 and by €66 million in
exercise. The proportionate amount of the share capital of those a public invitation to the shareholders to submit sales offers. This 2019 due to reclassifications from retained earnings.
shares that are to be issued on the basis of conversion or option authorization has not been exercised to date.
bonds granted during the term of this authorization under the Other retained earnings include, among other things, earnings
­exclusion of the subscription right, must be credited against the Subscribed capital generated in the past by companies included in the Consolidated
aforementioned ceiling of 10%. This authorization has not been Financial Statements. Because of the disposal of the construction
­exercised to date. Subscribed capital remained unchanged year on year at €1,176 mil- chemicals business on September 30, 2020, the amount of €53 mil-
lion and comprises 918,478,694 qualifying shares. lion­from the remeasurement of defined benefit plans was reclassi-
Conditional capital fied from income and expenses to retained earnings, in equity. In the
previous year, this type of reclassification resulted in the amount of
By way of a resolution of the Annual Shareholders’ Meeting of €140 million from the merger concluded on April 30, 2019 between
May  12, 2017, the Board of Executive Directors was authorized, Wintershall and DEA.

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Notes

Payment of dividends 20  Other comprehensive income Currency translation

In accordance with the resolution of the Annual Shareholders’ Accounting policies Differences resulting from currency translation reduced equity by a
­Meeting on June 18, 2020, BASF SE paid a dividend of €3.30 per total of €2,598 million. This included deferred taxes in the amount of
qualifying share from the retained profit of the 2019 fiscal year. With The expenses and income shown in other comprehensive income €19 million. At-equity investments accounted for €1,125 million. In
918,478,694 qualifying shares, this represented total dividends of are divided into two categories: Items that will be recognized in the 2020, the differences r­esulted primarily from the depreciation of the
€3,030,979,690.20. The remaining €868,110,024.68 in retained income statement in the future (known as “recycling”) and items that U.S. dollar and the Brazilian real relative to the euro in 2020.
profits was allocated to retained earnings. will not be reclassified to the income statement in the future. The first
category includes gains and losses from currency translation, the Furthermore, as a result of divestitures, €71 million after taxes was
measurement of certain securities classified as debt instruments, reclassified to the income statement in 2020 and €834 million after
and changes in the fair value of derivatives held to hedge future cash taxes in 2019.
flows. Items that will not be reclassified to the income statement at
a future date include effects from the remeasurement of defined Cash flow hedges
benefit plans.
Changes in the fair value of derivatives designated to hedging
Remeasurement of defined benefit plans ­relationships (cash flow hedge) adjusted for deferred taxes in the
amount of €24 million reduced equity by a total of €108 million. Of
Changes in the value of defined benefit plans reduced equity by that amount, –€163 million related to the hedging of cash flows at
€973 million in 2020, and by €393 million in the previous year (after shareholdings accounted for using the equity method.
taxes in both years). Of that amount, –€19 million was attributable to For more information on cash flow hedge accounting, see Note 26.5 from page 301 onward
investments accounted for using the equity method in 2020 (2019:
–€46 million). Deferred taxes amounted to €422 million in 2020, and
€359 million in 2019.

Because of the disposal of the construction chemicals business on

September  30,  2020, the amount of €53  million from the
remeasurement of defined benefit plans was reclassified from
­
­income and expenses to retained earnings, in equity. In the previous
year, this type of reclassification resulted in the amount of €140 mil-
lion from the merger concluded on April 30,  2019 between
­Wintershall and DEA.
For more information on the remeasurement of defined benefit plans, see Note 22 from page 282
­onward

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Notes

21 Liabilities

Financial indebtedness
Million €
Carrying amounts based on
effective interest method

Nominal value (million,

Currency currency of issue) Effective interest rate December 31, 2020 December 31, 2019

BASF SE

Commercial paper USD 220a 178 861

Commercial paper GBP 1,000 1,112 –

variable Bond 2013/2020 EUR 300 variable – 300

1.875% Bond 2013/2021 EUR 1,000 1.47% 1,000 1,004

2.5% Bond 2017/2022 USD 500 2.65% 407 444

1.375% Bond 2018/2022 GBP 250 1.52% 277 293

2% Bond 2012/2022 EUR 1,250 1.93% 1,252 1,253

0.925% Bond 2017/2023 USD 850 0.83% 673 726

0.101% Bond 2020/2023 EUR 1,000 0.14% 999 –

0.875% Bond 2016/2023 GBP 250 1.06% 277 292

2.5% Bond 2014/2024 EUR 500 2.60% 499 498

1.750% Bond 2017/2025 GBP 300 1.87% 332 350

0.875% Bond 2018/2025 EUR 750 0.97% 747 746

3.675% Bond 2013/2025 NOK 1,450 3.70% 138 147

0.250% Bond 2020/2027 EUR 1,000 0.32% 996 –

0.875% Bond 2017/2027 EUR 1,000 1.04% 989 987

2.670% Bond 2017/2029 NOK 1,600 2.69% 153 162

0.875% Bond 2019/2029 EUR 250 1.01% 247 247

1.5% Bond 2018/2030 EUR 500 1.63% 495 494

1.5% Bond 2016/2031 EUR 200 1.58% 199 198

0.875% Bond 2016/2031 EUR 500 1.01% 493 493

2.37% Bond 2016/2031 HKD 1,300 2.37% 137 149

1.450% Bond 2017/2032 EUR 300 1.57% 296 296

a Nominal value as of December 31, 2020

Continued on next page

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Notes

Continued from previous page

Financial indebtedness
Million €
Carrying amounts based on
effective interest method

Nominal value (million,

Currency currency of issue) Effective interest rate December 31, 2020 December 31, 2019

3% Bond 2013/2033 EUR 500 3.15% 493 492

2.875% Bond 2013/2033 EUR 200 2.96% 198 198

4% Bond 2018/2033 AUD 160 4.24% 98 98

1.625% Bond 2017/2037 EUR 750 1.73% 738 738

3.25% Bond 2013/2043 EUR 200 3.27% 199 199

1.025% Bond 2018/2048 JPY 10,000 1.03% 79 82

3.89% U.S. private placement series A 2013/2025 USD 250 3.92% 203 222

4.09% U.S. private placement series B 2013/2028 USD 700 4.11% 570 622

4.43% U.S. private placement series C 2013/2034 USD 300 4.45% 244 266

BASF Finance Europe N.V.

0.0% Bond 2016/2020 EUR 1,000 0.14% – 999

3.625% Bond 2018/2025 USD 200 3.69% 163 177

0.75% Bond 2016/2026 EUR 500 0.88% 496 496

Other bonds 102 608

Bonds and other liabilities to the capital market 15,479 15,137

Liabilities to credit institutions 3,735 3,240

Financial indebtedness 19,214 18,377

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Notes

Breakdown of financial indebtedness by currency Maturities of financial indebtedness Unused credit lines
Million € Million €
December 31, 2020 December 31, 2019 December 31, 2020 December 31, 2019 BASF SE had committed and unused credit lines with variable
Euro 12,684 11,283 Following year 1 3,395 3,362 ­interest rates amounting to €9,000 million as of December 31, 2020,
U.S. dollar 3,166 4,558 Following year 2 2,310 1,078 and €6,000 million as of December 31, 2019. BASF SE’s existing
credit line of €380 million for the financing of specific research and
Pound sterling 1,998 935 Following year 3 2,121 2,157
development activities as of December 31, 2019 was drawn on in
Norwegian krone 291 309 Following year 4 1,351 1,223
2020.
Chinese renminbi 250 253 Following year 5 1,787 1,310

Hong Kong dollar 137 149 Following year 6 and maturities beyond
8,250 9,247
this year
Japanese yen 136 138
Total 19,214 18,377
Australian dollar 98 98

South African rand 95 65

Other bonds
Indian rupee 86 69

Argentinian peso 66 75 Other bonds consisted primarily of a bond issued by BASF Corpo-
Brazilian real 62 88 ration that was used to finance investments in the United States.
Ukrainian hryvnia 38 83 Both the nominal interest rate and effective interest rate of this bond
were 6.95% in 2020. Its remaining term to maturity is 90 months. All
Turkish lira 34 123
other BASF Corporation bonds reported in other bonds in 2019
Indonesian rupiah 18 46
were paid off ahead of schedule in 2020.
Kazakhstani tenge 16 53

Other currencies 39 52 Liabilities to credit institutions

Total 19,214 18,377
Liabilities to credit institutions rose from €3,240  million as of
­December  31, 2019 to €3,735  million as of December  31, 2020.
The weighted average interest rate on loans amounted to 2.1% in
2020, compared with 3.8% in 2019.

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Notes

Other liabilities 22  Provisions for pensions and similar obligations

Million €
December 31, 2020 December 31, 2019 Accounting policies
Noncurrent Current Noncurrent Current

Derivatives with negative fair values 284 674 188 493 In addition to state pension plans, most employees are granted
company pension benefits from either defined contribution or
Liabilities from leases 1,026 334 1,039 381
­defined benefit plans. Benefits generally depend on years of service,
Loan and interest liabilities 37 583 50 534
contributions or compensation, and take into consideration the legal
Advances received on orders – 679 – 537 framework of labor, tax and social security laws of the countries
Miscellaneous liabilities 41 464 39 398 where the companies are located. To limit the risks of changing
Other liabilities that qualify as financial instruments 1,388 2,734 1,316 2,343 ­financial market conditions as well as demographic developments,
Liabilities related to social security 55 76 63 84
employees have, for a number of years now, been almost ­exclusively
offered defined contribution plans for future years of service.
Employee liabilities 22 238 25 244

Liabilities from precious metal trading positions – 200 – 462

The accounting policies presented in the following relate to defined
Contract liabilities 210 52 259 53 benefit pension obligations.
Deferred income 7 26 13 33

Miscellaneous liabilities 29 114 2 208 Provisions for pensions are calculated on an actuarial basis in
­accordance with the projected unit credit method using a
­ ssumptions
Other liabilities that do not qualify as financial instruments 323 706 362 1,084
relating to the following valuation parameters, among others: future
Other liabilities 1,711 3,440 1,678 3,427
developments in compensation, pensions and inflation, employee
turnover and the life expectancy of beneficiaries. Obligations are
discounted based on the market yields on high-quality corporate
Other liabilities Secured liabilities fixed-rate bonds.
Million €
Contract liabilities include mainly customer payments entitling December 31, 2020 December 31, 2019 Similar obligations, especially those arising from commitments by
them to access licenses over an agreed period of time. The majority Liabilities to credit institutions 13 15 North American Group companies to pay the healthcare costs and
of existing contracts have terms of up to six years. Of the contract Accounts payable, trade 2 5 life insurance premiums of retired staff and their dependents, are
liabilities reported as of December 31, 2020, €52  million are reported under provisions for similar obligations.
Other liabilities 264 116
­expected to be recognized as revenue in 2021.
Secured liabilities 279 136
For more information on financial risks and derivative instruments, see Note 26 Actuarial reports are used to calculate the amount of pension
from page 291 onward
­provisions.
For more information on liabilities arising from leases, see Note 16 from page 272 onward
Liabilities to credit institutions were secured primarily with
registered land charges. Other liabilities included collateral for
­
­derivative instruments with negative fair values. As in the previous
year, there were no secured contingent liabilities in 2020.

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Notes

Actuarial gains and losses from changes in estimates relating to the The strategy of the BASF Group with regard to financing pension ­ rrangement by BASF Pensionstreuhand  e.V.; at German Group
a
actuarial assumptions used to calculate defined benefit obligations, commitments takes into account country-specific supervisory and companies, these benefits are financed primarily via pension
the difference between standardized and actual returns on plan tax regulations. ­provisions. The benefits are largely based on cash balance plans.
­assets, as well as the effects of the asset ceiling are recognized Furthermore, employees are given the option of participating in
­directly in equity as other comprehensive income. In some countries, pension benefits were granted for which the ­various deferred compensation schemes.
employer has a subsidiary liability. Pension benefits in a number of
The Group Pension Committee monitors the risks of all pension countries include minimum interest guarantees to a limited extent. If United States
plans of the Group with regard to the financing of pension commit- the pension fund cannot generate the income needed to provide the Employees are granted benefits based on defined contribution
ments and the portfolio structure of existing plan assets. The minimum guarantee, this must be provided by the employer under plans.
­organization, responsibilities, strategy, implementation and reporting the subsidiary liability. To the extent that recourse to the employer is
requirements are documented for the units involved. unlikely based on the structure and execution of the pension ­benefits Effective 2010, the existing defined benefit plans were closed to
as well as the asset situation of the pension fund, these plans are further increases in benefits based on future years of service, and
Economic and legal environment of the plans treated as defined contribution plans. benefits earned in the past were frozen. There is no entitlement to
pension adjustments to compensate for cost-of-living increases.
In some countries – especially in Germany, in the United States, in Description of the defined benefit plans
the United Kingdom and in Switzerland – there are pension The legal and regulatory frameworks governing the plans are based
obligations subject to government supervision or similar legal
­ The following section describes the typical plan structure in the on the U.S. Employee Retirement Income Security Act (ERISA),
­restrictions. For example, there are minimum funding requirements ­individual countries. Different arrangements may exist, in particular which requires the plan sponsor to ensure a minimum funding level.
to cover pension obligations, which are based on actuarial due to the assumption of plans as part of acquisitions; however, Any employer contributions necessary to meet the minimum funding
­assumptions that differ from those pursuant to IAS 19. Furthermore, these do not have any material impact on the description of plans in level are based on the results of an actuarial valuation. Furthermore,
there are qualitative and quantitative restrictions on allocating plan the individual countries. there are unfunded pension plans that are not subject to ERISA
assets to certain asset categories. This could result in annual ­requirements.
­fluctuations in employer contributions, financing measures and the Germany
assumption of obligations in favor of the pension funds to comply For BASF  SE and German Group companies, a basic level of Additional similar obligations arise from plans that assume the
with regulatory requirements. benefits is provided by BASF Pensionskasse  VVaG, a legally
­ healthcare costs and life insurance premiums of retired employees
­independent plan, which is financed by employer and employee and their dependents. Such plans have been closed to new entrants
The obligations and the plan assets used to fund the obligations are contributions as well as the return on plan assets. BASF SE ensures since 2007. In addition, the amount of the benefits for such plans
exposed to demographic, legal and economic risks. Economic risks the necessary contributions to adequately finance the benefits has been frozen.
are primarily due to unforeseen developments on commodity and promised by BASF Pensionskasse VVaG. Some of the benefits
capital markets. They affect, for example, pension adjustments ­financed via BASF Pensionskasse VVaG are subject to adjustments
based on the level of inflation in Germany and in the United ­Kingdom, that must be borne by its member companies to the extent that
as well as the impact of discount rates on the amount of the defined these cannot be borne by BASF Pensionskasse VVaG due to the
benefit obligation. In previous years, measures taken to close plans regulations imposed by the German supervisory authority. In 2004,
with defined benefits for future service, especially benefits based on the basic benefit plan was closed for newly hired employees at
final pay promises and the assumption of healthcare costs for f­ ormer German BASF companies and replaced by a defined contribution
employees, led to a reduction in risk with regard to future benefit plan. At BASF SE, occupational pension promises that exceed the
levels. basic level of benefits are financed under a contractual trust

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Notes

Switzerland Other countries issue volume of more than 100  million units of the respective
The employees of the BASF Group in Switzerland receive a ­company For subsidiaries in other countries, defined benefits are covered in ­currency with a minimum rating of AA– to AA+ from at least one of
pension, which is financed through a pension fund by employer and some cases by pension provisions, but mainly by external insurance the following three rating agencies: Fitch, Moody’s, or Standard &
employee contributions as well as the return on plan assets. The companies or pension funds. Poor’s.
pension plans are accounted for as defined benefit plans, as the
obligatory minimum pension guaranteed by law under the Swiss Actuarial assumptions The valuation of the defined benefit obligation is generally performed
Pension Fund Act (BVG) is included in the scheme. All benefits vest using the most recent actuarial mortality tables as of December 31
immediately. According to government regulations, the employer is The valuation of the defined benefit obligation is based on the of the respective business year, which in Germany and the United
obligated to make contributions, so that the pension funds are able ­following key assumptions: States are derived from the BASF Group population and were last
to grant the minimum benefits guaranteed by law. The pension updated in 2019 for the pension obligations in Germany and in 2018
funds are managed by boards, where employer and employees are Assumptions used to determine the defined benefit obligation as of for the pension obligations in the United States.
­December 31
equally represented, which steer and monitor the benefit plans and
asset allocation. United
Actuarial mortality tables (significant countries) as of December 31, 2020
Germany United States Switzerland Kingdom

United Kingdom 2020 2019 2020 2019 2020 2019 2020 2019 Germany Heubeck Richttafeln 2018G (modified)

Employees are granted benefits based on a defined contribution Discount rate 0.70 1.10 2.30 3.10 0.10 0.20 1.50 2.20 United States RP-2018 (modified) with MP-2018 generational
projection
plan.
Projected pension
1.50 1.50 – – – – 3.10 3.00 Switzerland BVG 2015 generational
increase
The BASF Group also maintains defined benefit plans in the United United Kingdom S2PxA (standard actuarial mortality tables for
self-administered plans (SAPS))
Kingdom, which have been closed for further increases based on
future years of service. Adjustments to compensate for increases in Assumptions used to determine expenses for pension benefits
in the respective business year
the cost of living until the beginning of retirement are legally required
for beneficiaries of defined benefit plans. United
Germany United States Switzerland Kingdom

The financing of the pension plans is determined by the provisions 2020 2019 2020 2019 2020 2019 2020 2019
of the regulatory authority for pensions and the relevant social and Discount rate 1.10 1.70 3.10 4.10 0.20 0.90 2.20 2.90
labor law requirements. The defined benefit plans are administered
Projected pension
1.50 1.50 – – – – 3.00 3.10
by a trust company, whose Board of Trustees, according to the increase
trustee agreement and law, represents the interests of the
­beneficiaries and ensures that the benefits can be paid in the future. The assumptions used to ascertain the defined benefit obligation as
The required funding is determined using technical valuations of December  31 are used in the following year to determine the
­according to local regulations every three years. ­expenses for pension plans.

A Group-wide, uniform procedure is used to determine the discount

rates applied for valuation of material pension obligations of the
BASF Group. Accordingly, the discount rates were derived from the
yields on corporate bonds in the respective currency zones with an

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Notes

Sensitivity analysis Explanation of the amounts in the statement of income and Development of defined benefit obligations
balance sheet Million €
A change in the material actuarial assumptions would have the 2020 2019

­following effects on the defined benefit obligation: Composition of expenses for pension benefits Defined benefit obligation as of January 1 28,423 26,651
Million € Current service cost 419 380
Sensitivity of the defined benefit obligation as of December 31 2020 2019
Past service cost 6 –137
Million € Expenses for defined benefit plans 430 222
Plan settlements –60 –219
Increase by Decrease by
Expenses for defined contribution plans 306 332
0.5 percentage points 0.5 percentage points Interest cost 395 542
Expenses for pension benefits
2020 2019 2020 2019 736 554 Benefits paid –1,095 –1,086
(recognized in income from operations)
Discount rate –2,221 –2,214 2,553 2,544 Employee contributions 41 45
Projected pension Actuarial gains/losses
1,666 1,584 –1,411 –1,328 Net interest expense from underfunded pension plans and
increase 108 157
­similar obligations
for adjustments relating to financial assumptions 2,106 2,777
Net interest income from overfunded pension plans 0 –2
adjustments relating to demographic assumptions 8 33
Expenses for pension benefits (recognized in the
An alternative valuation of the defined benefit obligation was 108 155 experience adjustments 17 –7
­financial result)
­performed to determine how changes in the underlying assumptions Effects from acquisitions and divestitures 54 –802
influence the amount of the defined benefit obligation. A linear Other changes –4 –11
­extrapolation of these amounts based on alternative changes in the The interest on the net defined benefit liability at the beginning of the
Currency effects –470 257
assumptions as well as an addition of combined changes in the year is recognized in the financial result. This is the difference
Defined benefit obligation as of December 31 29,840 28,423
­individual assumptions is not possible. ­between the interest cost of the defined benefit obligation and the
standardized return on plan assets as well as the interest cost for
the asset ceiling. The expected contribution payments and benefits As of December  31, 2020, the weighted average duration of the
paid over the course of the fiscal year are taken into account when defined benefit obligation amounted to 16.6  years (previous year:
determining net interest. 16.7 years).

Net interest expense of the respective fiscal year is based on the

discount rate and the defined benefit obligation at the beginning of
the year.

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Notes

Development of plan assets Development of net defined benefit liability Regional allocation of defined benefit plans as of December 31
Million € Million € Million €
2020 2019 2020 2019 Pension Net defined benefit
obligations Plan assets liability
Plan assets as of January 1 20,863 19,280 Net defined benefit liability as of January 1 –7,560 –7,371
2020 2019 2020 2019 2020 2019
Standardized return on plan assets 286 389 Current service cost –419 –380
Germany 21,535 19,995 14,426 13,879 –7,109 –6,116
Deviation between actual and standardized return on Past service cost –6 137
765 2,128
plan assets United States 3,596 3,777 2,404 2,483 –1,192 –1,294
Plan settlements 0 21
Employer contributions 615 463 Switzerland 1,816 1,845 1,851 1,792 35 –53
Interest cost –395 –542
Employee contributions 41 45 United Kingdom 1,986 1,911 2,026 1,986 40 75
Standardized return on plan assets 286 389
Benefits paid –769 –1,013 Other 907 895 693 723 –214 –172
Deviation between actual and standardized return on plan assets 765 2,128
Effects from acquisitions and divestitures 2 –442 Total 29,840 28,423 21,400 20,863 –8,440 –7,560
Actuarial gains/losses of the defined benefit obligation –2,131 –2,803
Past service cost – –
Benefits paid by unfunded plans 326 73
Plan settlements –60 –198 Explanations regarding plan assets
Employer contributions 615 463
Other changes –11 –16
Effects from acquisitions and divestitures –52 360 The target asset allocation has been defined by using asset liability
Currency effects –332 227
Other changes –7 –5 studies and is reviewed regularly. Accordingly, plan assets are
Plan assets as of December 31 21,400 20,863
Currency effects 138 –30 aligned with the long-term development of the obligations, taking
into consideration the risks associated with the specific asset
Net defined benefit liability as of December 31 –8,440 –7,560
The standardized return on plan assets is calculated by multiply- ­classes and the regulations relating to the investment of plan assets.
of which defined benefit assets 126 123
ing plan assets at the beginning of the year with the discount rate The existing portfolio structure is based on the target asset
used for existing defined benefit obligations at the beginning of the provisions for pensions and similar obligations 8,566 7,683 ­allocation. In addition, current market assessments are taken into
year, taking into account benefit and contribution payments to be consideration. In order to mitigate risks and maximize returns, a
made during the year. widely spread global portfolio of individual assets is held.

Effects from plan settlements resulted in 2020 primarily from the Liability-driven investment (LDI) techniques, such as hedging the risk
transfer of small benefit entitlements and the corresponding assets of changes in interest rates and inflation, are used in some pension
from the pension plan in Canada to an external insurer. plans, especially for U.K. and U.S. plans.

BASF’s employer contributions in 2020 totaled €615  million,

­including special contributions to BASF Pensionstreuhand e.V. in the
amount of €401  million and €58  million to American plan assets.
Through continuous monitoring of financing requirements of its
pension plans, BASF always strives to achieve the necessary yields
to fill financing gaps over the course of time. Company contributions
for 2021 are currently expected to be around €430 million.

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Notes

Structure of plan assets with yield premiums depending on the maturity. With only a few Defined contribution plans and government pensions
% ­exceptions, there is no active market for plan assets in real estate
2020 2019 and alternative investments. The contributions to defined contribution plans recognized
Equities 28 29 in income from operations amounted to €306 million in 2020 and
Debt instruments 47 47 Plan assets as of the balance sheet date contained securities issued €332 million in 2019.
by BASF Group companies with a market value of €1 million in 2020
of which for government debtors 19 17
and €2 million in 2019. The market value of the properties of legally Contributions to government pension plans were €557  million in
for other debtors 28 30
independent pension funds rented to BASF Group companies 2020 and €627 million in 2019.
Real estate 5 4 amounted to €112  million on both December  31, 2020 and on
Alternative investments 17 18 ­December 31, 2019.
Cash and cash equivalents 3 2

Total 100 100

Since 2010, there has been an agreement between BASF SE and
BASF Pensionskasse VVaG on the granting of profit participation
capital with a nominal value of €80  million, which is used to
The asset class debt instruments comprises promissory notes and ­strengthen the financing of the BASF Pensionskasse VVaG. Beyond
debentures (Pfandbriefe) as well as corporate and government this, there were no material transactions between the legally
bonds. Government bonds primarily relate to bonds from countries ­independent pension funds and BASF Group companies in 2020 or
with the very high credit ratings, such as the United States, the 2019.
United Kingdom, Germany and Switzerland. Government bonds
from emerging nations are also held to a limited extent. Corporate The funding of the plans was as follows:
bonds mainly comprise bonds from creditworthy debtors, although
particular high-yield bonds are also held to a limited extent. In Current funding situation of the pension plans as of December 31
­connection with the continuous monitoring of default risk based on Million €
a given risk budget and on the observation of the development of 2020 2019

the creditworthiness of issuers, the plan asset allocation may be Defined Defined
benefit Pension benefit Pension
adjusted in the case of a revised market assessment. Alternative obligation assets obligation assets
investments largely comprise investments in private and
Unfunded pension plans 1,840 – 2,373 –
infrastructure equity, absolute return funds and senior secured
­
Funded pension plans 28,000 21,400 26,050 20,863
loans.
Total 29,840 21,400 28,423 20,863

Almost all of the equities are priced on active markets. The ­category
debt instruments includes promissory notes and debentures
­(Pfandbriefe) acquired through private placements with a market
value in the amount of €110 million as of December 31, 2020, and
€193  million as of December  31, 2019. For such securities,
­especially those held by domestic pension plans, there is no active
market. The capital market compensates for this lack of fungibility

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Notes

23  Other provisions Provisions for restructuring measures include severance payments The probable amount required to settle noncurrent provisions is
to departing employees or similar personnel expenses as well as discounted if the effect of discounting is material. In this case, the
Accounting policies expected costs for site closures, including the costs for demolition provision is recognized at present value. Assumptions must be
and similar measures. Provisions are recognized for these expenses made in determining the discount rate (2020: 1.5%; 2019: 1.5%)
Other provisions are recognized when there is a present obligation when the relevant measures have been planned and announced by used for calculating noncurrent provisions. Financing costs related
as a result of a past event and when there is a probable outflow of management. to unwinding the discount of provisions in subsequent periods are
resources whose amount can be reliably estimated. Provisions are shown in other financial result.
recognized at the probable settlement value. Provisions for employee obligations primarily consist of variable
compensation including associated social security contributions, as
Provisions for environmental protection and remediation costs well as obligations for granting long-service bonuses. Provisions for
are recognized for expected costs for rehabilitating contaminated long-service and are predominantly calculated based on actuarial
sites, recultivating landfills, removal of environmental contamination principles.
at existing production or storage sites and similar measures.
Provisions for obligations from sales and purchase contracts
In addition, other provisions also cover expected costs for largely comprise obligations arising from rebates granted and other
­restoration obligations for dismantling existing plants and price discounts in the Agricultural Solutions segment, warranties
­buildings. If BASF is the only responsible party that can be identified, and product liabilities, sales commissions and expected losses on
the provision covers the entire expected obligation. At sites o
­ perated contracts.
together with one or more partners, the provision generally covers
only BASF’s share of the expected obligation. The amount of the Provisions for litigation, damage claims, warranties and similar
provision is d­ etermined based on the available technical information obligations contain anticipated expenses from lawsuits in which
on the site, the ­ technology used, legal regulations, and official BASF is the defendant party, as well as obligations under damage
requirements. The calculation accounts for expected significant
­ claims against BASF and fines. In order to determine the amount of
changes in obligations. the provisions, the company takes into consideration the facts
­related to each case, the size of the claim, claims awarded in similar
cases and independent expert advice as well as assumptions
­regarding the probability of a successful claim and the range of
possible claims. Actual costs can deviate from these estimates.
For more information, see Note 24 on page 290

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Notes

Other provisions The following table shows the development of other provisions by effects and the reclassification of obligations to liabilities when the
Million € category. Other changes include reclassifications to disposal amount and timing of these obligations become known.
December 31, 2020 December 31, 2019 groups, changes in the scope of consolidation, divestitures, c
­ urrency
Of which Of which
current current Development of other provisions in 2020
Restoration obligations 148 21 77 – Million €
Environmental protection and January 1, Unwinding of Other December 31,
693 114 654 110 2020 Additions discount Utilization Releases changes 2020
remediation costs

Employee obligations 1,174 754 1,653 1,257 Restoration obligations 77 81 3 –3 –3 –7 148

Obligations from sales and Environmental protection and

1,134 1,114 1,165 1,161 654 124 3 –66 –4 –18 693
­purchase contracts remediation costs

Restructuring measures 414 371 141 116 Employee obligations 1,653 821 1 –1,209 –39 –53 1,174

Litigation, damage claims, Obligations from sales and purchase contracts 1,165 1,120 – –862 –101 –188 1,134
­warranties and similar 205 161 126 74
Restructuring measures 141 376 – –73 –20 –10 414
­obligations
Litigation, damage claims, warranties and
Other 541 290 462 220 126 116 – –8 –9 –20 205
­similar obligations
Total 4,309 2,825 4,278 2,938
Other 462 253 1 –125 –39 –11 541

Total 4,278 2,891 8 –2,346 –215 –307 4,309

The decrease in provisions for employee obligations was mainly
attributable to lower accruals for variable compensation compo-
nents.

The decrease in provisions for obligations from sales and pur-

chase contracts resulted from lower accruals for rebate programs.

Other includes interest on noncurrent tax provisions. The rise in the

remaining other provisions as of December 31, 2020, is primarily
due to the rise in provisions for licenses.

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Notes

24  Risks from litigation and claims On February 14/15, 2020, a jury in the United States District Court Furthermore, BASF SE and its affiliated companies are defendants
for the Eastern District of Missouri awarded $15 million in compen- in or parties to a variety of judicial, arbitrational or regulatory
BASF Corporation has potential liability under the Comprehensive satory damages and $250 million in punitive damages against ­proceedings on a recurring basis. To our current knowledge, none of
Response, Compensation and Liability Act of 1980, as amended, ­defendants Monsanto Company and BASF Corporation. The verdict these proceedings will have a material effect on the economic
and related state laws for investigation and cleanup at certain sites. relates to alleged yield losses of a peach farmer in connection with ­situation of BASF.
The Lower Passaic River Study Area (LPRSA) is one such site com- the use of the dicamba herbicide. BASF and Monsanto filed post-­
prising the lower 17 miles of the Passaic River in New Jersey. BASF trial motions to challenge the jury’s verdict. On November 25, 2020,
Corporation and more than 60 other companies (collectively, the the trial court ruled on the post-trial motions, and the punitive
Lower Passaic River Study Area Cooperating Parties Group or CPG) ­damages award was reduced from $250 million to $60 million. The
agreed to complete a remedial investigation / feasibility study (RI/FS) court did not grant any other relief related to the jury’s verdict. BASF
of the LPRSA. In 2016, the United States Environmental Protection and Monsanto filed notices of appeal on December 18, 2020.
Agency (USEPA) selected a final remedy for the lower eight miles of
the LPRSA. A decision from USEPA on a targeted approach for the Since August 2019, BASF Corporation has been served in various
upper portion of the LPRSA is expected for 2021. BASF Corpora- U.S. federal and state lawsuits alleging property and resource
tion established a provision covering BASF’s currently estimated ­damages and personal injuries from possible exposure to per- and
share of the remediation costs. polyflouroalkyl substances (PFAS). In December 2018, a multi-­
district litigation (MDL) was created to coordinate claims brought
Between November 2014 and March 2015, a putative class action against manufacturers, distributors, and suppliers of Aqueous Film
lawsuit and several additional lawsuits were filed in the United States Forming Foam (AFFF) in particular, which plaintiffs allege contains
District Court for the Southern District of New York against toxic levels of certain PFAS compounds including perfluorooctanoic
BASF  Metals Limited (BML), based in the United Kingdom, along acid (PFOA) and perfluorooctane sulfonate (PFOS). Plaintiffs ­typically
with other defendants, alleging violations of antitrust and allege that exposure to AFFF has caused loss of use and enjoyment
­commodities laws stemming from the price discovery process for of property, diminished property value, remediation costs, and
platinum and palladium. The lawsuits were consolidated and ­personal injuries including various types of cancers. The complaints
­dismissed on j­urisdictional grounds in March 2017. In May 2017, the name BASF as a defendant in connection with its 2009 acquisition
plaintiffs filed an amended Complaint that renews allegations against of Ciba Specialty Chemicals Inc. and the legacy Ciba/BASF Lodyne
defendants and BML. On March 29, 2020, all claims against all fluorochemical product lines. BASF has been named in 638 suits as
defendants were dismissed. On April 27, 2020, plaintiffs filed a
­ of Janary 2021 and is defending all litigation.
notice of appeal to the United States Court of Appeals for the
­
­Second Circuit, where the matter is still pending. A pro se complaint At this time, BASF cannot predict the outcomes of resolving these
filed in September 2015 that was not consolidated into the matters or what potential actions may be taken by regulatory
­consolidated class action was ultimately dismissed as of Novem- ­agencies. An adverse outcome in any one or more of these matters
ber 18, 2019. could be material to BASF’s financial results.

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Notes

25  Other financial obligations Obligations arising from purchase contracts 26 Supplementary information on financial
­instruments
The figures listed below are stated at nominal value: Obligations arising from purchase contracts resulted primarily from
long-term purchase obligations for raw materials. Firm purchase 26.1  Accounting policies
Other financial obligations obligations as of December 31, 2020, were as follows:
Million € Financial instruments
Dec. 31, Dec. 31, Obligations arising from purchase contracts
2020 2019 Financial assets and financial liabilities are recognized in the
Million €
Bills of exchange 2 6 consolidated balance sheet when the BASF Group becomes a
­
Guarantees 347 447 2021 8,003 party to a financial instrument. Financial assets are derecognized
Warranties 79 65 2022 5,347 when BASF no longer has a contractual right to the cash flows from
the financial asset or when the financial asset is transferred together
Collateral granted on behalf of third-party liabilities – 1 2023 3,419
with all material risks and rewards of ownership and BASF does not
Initiated investment projects 3,921 4,331 2024 1,317
have control of the financial asset after it has been transferred. For
of which purchase commitments 1,052 1,093 2025 1,238 example, receivables are derecognized when they are definitively
for the purchase of intangible assets 15 25 2026 and maturities beyond this year 4,165 found to be uncollectible. Financial liabilities are derecognized when
Payment and loan commitments and other financial Total 23,489 the contractual obligations expire, are discharged or cancelled.
75 80
­obligations Regular-way purchases and sales of financial instruments are
­
­accounted for using the settlement date; in precious metal trading,
BASF SE provides a guarantee to Abu Dhabi National Oil Corpora- the trade date is used.
tion covering all obligations of Wintershall Dea Middle East GmbH
related to the Ghasha concession in the United Arab Emirates. The fair value of a financial instrument is the price that would be re-
­Furthermore, BASF SE assumed guarantees to the Danish Energy ceived to sell an asset or paid to transfer a liability in an orderly
Agency covering all obligations of Wintershall Dea Interna­ transaction between market participants at the measurement date.
tional GmbH and Wintershall Noordzee B.V. related to licenses for If pricing on an active market is available, for example in the form of
exploration and production of hydrocarbons in the Danish exchange prices, these are used as the basis for the measurement.
concession area. In addition, BASF  SE provides guarantees for
­ Otherwise, the measurement is based on either internal measure-
restoration obligations of Wintershall Dea Norge  AS related to ment models using current market parameters or external measure-
­various oil and gas facilities acquired from Equinor. The guarantees ments, for example, from banks. These internal measurements rely
do not stipulate a maximum amount. The risk of a claim being predominantly on the net present value method and option pricing
­exercised against the guarantees is classified as low. models. These models incorporate, for example, expected future
cash flows as well as discount factors adjusted for term and, poten-
The decline in liabilities from initiated investment projects is tially, risk. Depending on the availability of market parameters, BASF
­mainly attributable to the completion of various large-scale projects assigns financial instruments’ market values one of the three levels
in 2020. of the fair value hierarchy pursuant to IFRS 13. Reassignment to a
different level during a fiscal year is only carried out if the availability

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Notes

of observable market parameters for identical or similar items –– Financial assets measured at amortized cost include all assets ­ccounts receivable always cover the lifetime expected credit
a
­changes. with contractual terms that give rise to cash flows on specific losses of the receivable c ­ oncerned.
dates, provided that these cash flows are solely payments of At BASF, the credit risk of a financial asset is assessed using both
Except for financial assets measured at fair value through profit or principal and interest on the principal amount outstanding in internal information and external rating information on the respec-
loss, IFRS  9 requires the recognition of impairments for expected ­accordance with the cash flow condition in IFRS 9, to the extent tive counterparty. A significant increase in the counterparty’s
credit losses, independent of the existence of any actual default that the asset is held with the intention of collecting the expected ­credit risk is assumed if its rating is lowered by a certain number
events and individual impairments if evidence of a permanent need contractual cash flows over its term. At BASF, this measurement of notches. The significance of the increase in the credit risk is not
for impairment exists. If this evidence no longer exists, the impair- category includes trade accounts receivable, as well as receiv- reviewed for trade accounts receivable or lease receivables.
ment is reversed in the statement of income up to the carrying ables reported under other receivables and miscellaneous assets ­Furthermore, it is generally assumed that the credit risk for a
amount of the asset had the default event not occurred. Impairments and certain securities. counterparty with a high credit rating will not have increased
are generally recognized in separate accounts. Initial measurement of these assets is generally at fair value, ­significantly.
which usually corresponds to the transaction price at the time of Regional and, in certain circumstances, industry-specific factors
The classification and measurement of financial assets is based on acquisition. Subsequent measurement effects are recognized in and expectations are taken into account when assessing the
the one hand on the cash flow condition (the “solely payments of income using the effective interest method. ­extent of impairment as part of the calculation of expected credit
principle and interest” criterion), that is, the contractual cash flow Impairments are recognized for expected credit losses in both losses and individual impairments. In addition, BASF uses internal
characteristics of an individual financial asset. On the other hand, it initial and subsequent measurement, even before the occurrence and external ratings and the assessments of debt collection
also depends on the business model used for managing financial of any default event. Counterparties are generally considered to agencies and credit insurers, when available. Individual impair-
asset portfolios. Based on these two criteria, BASF uses the default when they become insolvent, become a debtor in a ments are also based on experience relating to customer solvency
­following measurement categories for financial assets: creditor protection program or are in a finance-related legal
­ and customer-specific risks. Factors such as credit insurance,
–– Financial assets at fair value through profit or loss include all dispute with BASF, or more than half of BASF’s receivables
­ which covers a portion of receivables measured at amortized
financial assets whose cash flows are not solely payments of ­portfolio with them is more than 90 days overdue. In these cases, cost, are likewise considered when calculating impairments. Bank
principal and interest in accordance with the cash flow condition individual impairments are recognized for the financial assets guarantees and letters of credit are used to an immaterial extent.
established in IFRS  9. At BASF, derivatives, for example, are measured at amortized cost that are then considered to be credit Expected credit losses and individual impairments are only
­allocated to this measurement category. In general, BASF does impaired. In addition, an impairment must be recognized when ­calculated for those receivables that are not covered by insurance
not exercise the fair value option in IFRS 9, which permits the the contractual conditions that form the basis for the receivable or other collateral. Impairments on receivables whose insurance
­allocation of financial instruments not to be measured at fair value are changed through renegotiation in such a way that the present includes a deductible are not recognized in excess of the amount
through profit or loss on the basis of the cash flow condition or the value of the future cash flows decreases. of the deductible.
business model criterion to the above category under certain The extent of expected credit losses is determined based on the A decrease in impairment due, for example, to a reduction in the
­circumstances. credit risk of a financial asset, as well as any changes to this credit risk of a counterparty or an objective event occurring after
credit risk: If the credit risk of a financial asset has increased the impairment is recorded in profit or loss. Reversals of
­significantly since initial recognition, expected credit losses are ­impairments may not exceed amortized cost, less any expected
generally ­recognized over the lifetime of the asset. If, however, the future credit losses.
credit risk has not increased significantly in this period, impair-
ments are generally only recognized as 12-month expected
credit losses. By contrast, under the simplified approach for
­determining expected credit losses permitted by IFRS 9, impair-
ments for receivables such as lease receivables and trade

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Notes

–– Financial assets at fair value through other comprehensive The following measurement categories are used for financial In cash flow hedges, future cash flows and the related income and
income include all assets with contractual terms that give rise to ­liabilities: expenses are hedged against the risk of changes in fair value. To this
cash flows on specified dates that are solely payments of principal –– Financial liabilities measured at amortized cost generally end, future underlying transactions and the corresponding hedging
and interest on the principal amount outstanding, in accordance ­include all financial liabilities, provided these do not represent instruments are designated to a cash flow hedge accounting
with the cash flow condition in IFRS 9. Furthermore, the assets in ­derivatives. They are generally measured at fair value at the time ­relationship for accounting purposes. The effective portion of the
this measurement category may not just be held with the intention of initial recognition, which usually corresponds to the value of the change in fair value of the hedging instrument, which often meets
of collecting the expected contractual cash flows over their term, consideration received. Subsequent measurement is recognized the definition of a derivative, and the cost of hedging are recognized
but also generating cash flows from their sale. At BASF, certain in profit or loss at amortized cost using the effective interest directly in equity under other comprehensive income over the term
securities that are classified as debt instruments are allocated to ­method. At BASF, for example, bonds and liabilities to banks of the hedge, taking deferred taxes into account. The ineffective
this category. BASF does not exercise the option to subse­quently ­reported under financial indebtedness are measured at amortized portion is recognized immediately in the income statement. In the
measure equity instruments through other comprehensive cost. case of future transactions that lead to recognition of a nonfinancial
­income. –– Financial liabilities at fair value through profit or loss contain asset or a nonfinancial liability, the cumulative fair value changes of
Assets measured at fair value through other comprehensive derivative financial liabilities. These are likewise measured at the the hedge in equity are generally charged against the cost of the
income are initially measured at fair value, which usually
­ value of the consideration received as the fair value of the liability hedged item on its initial recognition. For hedges based on financial
­corresponds to the nominal value of the securities allocated to this on the date of initial recognition. Fair value is also applied as a assets, financial liabilities or future transactions, cumulative fair value
category at the time of acquisition. Subsequent measurement is measurement basis for these liabilities in subsequent measure- changes of the hedges are transferred from equity to the income
likewise at fair value. Changes in the fair value are recognized in ment. The option to subsequently measure non-derivative statement in the reporting period in which the hedged item is
other comprehensive income and reclassified to the statement of ­financial liabilities at fair value is not exercised. ­recognized in the income statement. The maturity of the hedging
income when the asset is disposed of. Derivative financial instruments can be embedded within other instrument is aligned with the effective date of the future transaction.
Impairments on financial assets measured at fair value through contracts, creating a hybrid financial instrument. If IFRS policies
other comprehensive income are calculated in the same way as require separation, the embedded derivative is accounted for When fair value hedge accounting is used, the asset or liability
impairments on financial assets measured at amortized cost and ­separately from its host contract and measured at fair value. If recognized is hedged against the risk of a change in fair value. The
recognized in profit or loss. IFRS 9 does not provide for separation, the hybrid instrument is hedging instruments used, which often take the form of a derivative,
accounted for at fair value in its entirety. are measured at fair value and changes in fair value are recognized
in the statement of income. The carrying amounts of the assets or
Financial guarantees of the BASF Group are contracts that require liabilities designated as the underlying transaction are also ­measured
compensation payments to be made to the guarantee holder if a at fair value through the statement of income.
debtor fails to make payment when due under the terms of a trans-
action entered into with the holder of the guarantee. Financial guar-
antees issued by BASF are measured at fair value upon initial recog-
nition. In subsequent periods, these financial guarantees are carried
at the higher of amortized cost or the best estimate of the present
obligation as of the reporting date.

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Notes

26.2  Financial risks increase to the functional currency and increase of €40  million i­ncrease of one percentage point would have lowered income ­before
­applying a 10% increase to the functional currency). This only refers income taxes by €6  million). Because no interest derivatives were
Market risks to transactions in U.S. dollars. designated to hedge accounting relationships as of Decem-
ber 31, 2020, a change in interest rates would not have had an effect
Foreign currency risks: Changes in exchange rates could lead to Exposure and sensitivity by currency on shareholders’ equity. If the relevant interest rates had changed by
losses in the value of financial instruments and adverse changes in Million € one half of a percentage point, the before-tax effect from items
future cash flows from planned transactions. Foreign currency risks December 31, 2020 December 31, 2019 ­designated under hedge accounting would have been an immaterial
from financial instruments result from the translation at the closing Exposure Sensitivity Exposure Sensitivity increase in shareholders’ equity as of December 31, 2019 (increase
rate of financial receivables, loans, securities, cash and financial +5% +10% +5% +10% of €1 million applying a 1% change in interest rates).
liabilities into the functional currency of the respective Group
­
USD 1,965 –101 –190 1,977 –111 –209
­company. Foreign currency contracts in various currencies are used Carrying amount of nonderivative interest-bearing financial instruments
Other 1,117 –66 –123 1,037 –56 –106
to hedge foreign exchange risks from nonderivative financial Million €
­instruments and planned transactions. Total 3,082 –167 –313 3,014 –167 –315 December 31, 2020 December 31, 2019

Fixed Variable Fixed Variable

interest rate interest rate interest rate interest rate
The foreign currency risk exposure corresponds to the net amount Due to the use of options to hedge currency risks, the sensitivity
of the nominal volume of the primary and the derivative financial analysis is not a linear function of the assumed changes in exchange Loans 75 115 156 255

­instruments that are exposed to currency risks. In addition, planned rates. Securities 51 206 89 490
purchase and sales transactions of the respective following year are Financial
17,742 1,472 15,848 2,529
included if they fall under the currency risk management system. Interest rate risks: Interest rate risks arise from changes in p
­ revailing ­indebtedness

Long and short positions in the same currency are offset against market interest rates, which can lead to changes in the fair value of
each other. fixed-rate instruments and in interest payments for variable-rate
­instruments. Interest rate swaps and combined interest rate and
The sensitivity analysis was conducted by simulating a 5% and 10% currency derivatives are used in individual cases to hedge these
appreciation of the respective functional currency against the other risks. The derivatives are presented in Note 26.5. Interest rate risks
currencies. A 5% appreciation of the respective functional currency are relevant to BASF’s financing activities but are not of material
would have reduced BASF’s income before income taxes by ­significance for BASF’s operating activities.
€203 million as of December 31, 2020. A 10% appreciation of the
respective functional currency would have resulted in a negative The variable interest risk exposure, which also includes fixed rate
­effect on BASF’s income before income taxes in the amount of bonds maturing in the following year, amounted to –€1,659 million
€390 million. A 5% appreciation of the respective functional c
­ urrency as of December 31, 2020 (2019: –€1,414 million). An increase in all
resulted in an effect on BASF’s income in the amount of –€187 mil- relevant interest rates by one half of a percentage point would have
lion as of December 31, 2019 (–€356 million with a 10% apprecia­ lowered income before income taxes by €5  million as of Decem-
tion). The effect from the items designated under hedge accounting ber  31, 2020. An increase in all relevant interest rates by one
would have increased shareholders’ equity before income taxes by ­percentage point would have lowered income before income taxes
€36 million applying a 5% increase to the functional currency and by by €10 million as of the same date. An increase in all relevant ­interest
€78 million applying a 10% increase to the functional currency as of rates by one half of a percentage point would have lowered income
December 31, 2020 (2019: increase of €19 million applying a 5% before income taxes by €3  million as of December  31,  2019 (an

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Notes

Nominal and fair values of interest rate swaps and combined its own account. The value of these positions is exposed to market Default and credit risk
interest rate and currency swaps
price volatility and is subject to constant monitoring.
Million € Default and credit risks arise when customers and debtors do not
December 31, 2020 December 31, 2019
By holding commodity derivatives and precious metal trading fulfill their contractual obligations. BASF regularly analyzes the
Nominal Fair Nominal Fair positions, BASF is exposed to price risks. The valuation of
­ ­creditworthiness of the counterparties and grants credit limits on the
value ­value value ­value
­commodity derivatives and precious metal trading positions at fair basis of this analysis. Due to the global activities and diversified
Interest rate swaps – – 300 –4
value means that adverse changes in market prices could ­negatively customer structure of the BASF Group, there is no significant
of which payer swaps – – 300 –4 affect the earnings and equity of BASF. ­concentration of default risk. The carrying amount of all receivables,
Combined interest rate and currency
4,183 –163 4,183 60 loans and interest-bearing securities plus the nominal value of
swaps
BASF performs value-at-risk analyses for all commodity derivatives ­financial obligations stemming from contingent liabilities not to be
of which fixed rate 4,183 –163 4,183 60 and precious metal trading positions. Using the value-at-risk a­ nalysis recognized represents the maximum default risk for BASF.
enables continual quantification of market risk and f­orecasting of the For more information on credit risks, see Note 18 from page 275 onward
Commodity price risks: Some of BASF’s divisions are exposed to maximum possible loss within a given confidence interval over a
strong fluctuations in raw materials prices. These result primarily defined period. The value-at-risk calculation is based on a confi- Liquidity risks
from raw materials (for example naphtha, benzene, natural gas, LPG dence interval of 95% and a holding period of one day. BASF uses
condensate) as well as from precious metals. BASF takes the the variance-covariance approach. BASF promptly recognizes any risks from cash flow fluctuations as
following measures to reduce price risks associated with the
­ part of liquidity planning. BASF has ready access to ample liquid
­purchase of raw materials: BASF uses value at risk in conjunction with other risk management funds from the ongoing commercial paper program and confirmed
–– BASF uses commodity derivatives to hedge risks from the ­volatility tools. Besides value at risk, BASF sets volume-based limits as well lines of credit from banks.
of raw materials prices. These are primarily options on crude oil, as exposure and stop-loss limits.
oil products and natural gas.
–– The Catalysts division enters into both short-term and long-term Exposure to commodity derivatives
purchase contracts with precious metal and battery metal Million €
­producers. It also buys precious metals on spot markets from December 31, 2020 December 31, 2019

various business partners. The price risk from metals purchased Exposure Value at risk Exposure Value at risk
to be sold on to third parties, or for use in the production of Crude oil, oil
catalysts and battery materials, is hedged using derivative
­ ­products and 56 5 87 3
­natural gas
­instruments. This is mainly performed using forward contracts,
Precious metals 88 1 112 2
which are settled by either entering into offsetting contracts or by
delivering the precious metal. Agricultural
37 0 163 0
­commodities
–– In the Agricultural Solutions division, the sales prices of products
are sometimes pegged to the price of certain agricultural
commodities. To hedge the resulting risks, derivatives on
­ The exposure corresponds to the net amount of all long and short
­agricultural commodities are concluded. positions of the respective commodity category.
For more information on BASF’s financial risks and risk management, see Opportunities and Risks
from page 158 onward
In addition, BASF holds limited unhedged precious metal and oil
product positions, which can also include derivatives, for trading on

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Notes

26.3  Maturity analysis Maturities of contractual cash flows from financial liabilities as of December 31, 2020
Million €
The interest and principal payments as well as other payments for Bonds and Accounts
other liabilities to Liabilities to credit payable, Derivative Miscellaneous
derivative financial instruments are relevant for the presentation of the capital market institutions trade liabilities liabilities Total
the maturities of the contractual cash flows from financial liabilities. 2021 2,531 1,128 5,276 76 749 9,760
Future cash flows are not discounted here.
2022 2,161 295 12 287 267 3,022

2023 2,150 301 3 103 178 2,735

Derivatives are included using their net cash flows, provided they
have negative fair values and therefore represent a liability. ­Derivatives 2024 673 868 – 28 132 1,701

with positive fair values are assets and are therefore not taken into 2025 1,749 215 – 70 91 2,125
account. 2026 and thereafter 8,133 1,035 – 80 605 9,853

Total 17,397 3,842 5,291 644 2,022 29,196

Maturities of contractual cash flows from financial liabilities as of December 31, 2019
Million €
Bonds and Accounts
other liabilities to Liabilities to payable, Derivative Miscellaneous
the capital market credit institutions trade liabilities liabilities Total

2020 2,483 1,149 5,087 404 969 10,092

2021 1,252 89 – 146 334 1,821

2022 2,244 212 – 52 209 2,717

2023 1,239 221 – 31 139 1,630

2024 683 776 – – 101 1,560

2025 and thereafter 9,541 888 – 101 493 11,023

Total 17,442 3,335 5,087 734 2,245 28,843

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Notes

26.4  Classes and categories of financial instruments Carrying amounts and fair values of financial instruments as of December 31, 2020
Million €
For trade accounts receivable, other receivables and miscellaneous Total
carrying Valuation
assets, cash and cash equivalents, as well as trade accounts amount ­category in
­payable and other liabilities, the carrying amount approximates the within scope accordance Of which Of which Of which
Carrying of application with fair value fair value fair value
fair value. amount of IFRS 7 IFRS 9b Fair value ­level 1c ­level 2d ­level 3e

Shareholdingsa 533 533 FVTPL 94 93 1 –

The fair value of financial indebtedness is determined on the basis of
Receivables from finance leases 44 44 n/a 44 – – –
interbank interest rates. The difference between carrying amounts
Accounts receivable, trade 9,422 9,422 AC 9,422 – – –
and fair values results primarily from changes in market interest
rates. Accounts receivable, trade 44 44 FVTPL 44 – 44 –

Derivatives – no hedge accounting 387 387 FVTPL 387 1 386 –

Derivatives – hedge accounting 132 132 n/a 132 0 132 –

Other receivables and miscellaneous assetsf 4,889 1,075 AC 1,075 – – –

Other receivables and miscellaneous assets f

133 133 FVTPL 133 – 133 –

Securities 8 8 AC 8 – – –

Securities 0 0 FVTOCI 0 – 0 –

Securities 249 249 FVTPL 249 207 42 –

Cash equivalents 145 145 FVTPL 145 145 – –

Cash and cash equivalents 4,185 4,185 AC 4,185 – – –

Total assets 20,171 16,357 15,918 446 738 –

Bonds 14,189 14,189 AC 15,500 – 15,500 –

Commercial paper 1,290 1,290 AC 1,290 – – –

Liabilities to credit institutions 3,735 3,735 AC 3,735 – – –

Liabilities from leases 1,360 1,360 n/a 1,360 – – –

Accounts payable, trade 5,291 5,291 AC 5,291 – – –

Derivatives – no hedge accounting 957 957 FVTPL 957 25 932 –

Derivatives – hedge accounting 1 1 n/a 1 – 1 –

Other liabilities f
2,833 1,804 AC 1,804 – – –

Total liabilities 29,656 28,627 29,938 25 16,433 –

a In general, only significant shareholdings are measured at fair value. All insignificant shareholdings are measured at cost (carrying amount: €439 million). Fair value level 1 is applied to publicly listed shareholdings. Level 2 is
­applied to shareholdings for which valuation is based on parameters observable in the market to the greatest extent possible. These may be adjusted to reflect valuation-relevant characteristics of the respective shareholding in
the fair value.
b AC: amortized cost; FVTOCI: fair value through other comprehensive income; FVTPL: fair value through profit or loss; a more detailed description of the categories can be found in Note 26.1 from page 291 onward.
c Fair value was determined based on quoted, unadjusted prices on active markets.
d Fair value was determined based on parameters for which directly or indirectly quoted prices on active markets were available.
e Fair value was determined based on parameters for which there was no observable market data.
f Does not include separately shown derivatives or receivables and liabilities from finance leases. If miscellaneous receivables are valued at fair value through profit or loss, their valuation is generally based on parameters
­observable on the market. These are adjusted to reflect valuation-relevant characteristics of the respective assets in the fair value.

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Notes

Carrying amounts and fair values of financial instruments as of December 31, 2019
Million €
Total
carrying
amount Valuation
within scope ­category in Of which Of which Of which
Carrying of application accordance fair value fair value fair value
amount of  IFRS 7 with IFRS 9b Fair value ­level 1c ­level 2d ­level 3e

Shareholdingsa 501 501 FVTPL 34 22 12 –

Receivables from finance leases 23 23 n/a 23 – – –

Accounts receivable, trade 8,755 8,755 AC 8,755 – – –

Accounts receivable, trade 338 338 FVTPL 338 – 338 –

Derivatives – no hedge accounting 437 437 FVTPL 437 1 436 –

Derivatives – hedge accounting 162 162 n/a 162 0 162 –

Other receivables and miscellaneous assetsf 4,192 1,186 AC 1,186 – – –

Other receivables and miscellaneous assets f

88 88 FVTPL 88 – 88 –

Securities 11 11 AC 11 – – –

Securities 4 4 FVTOCI 4 – 4 –

Securities 563 563 FVTPL 563 563 – –

Cash equivalents 198 198 FVTPL 198 198 – –

Cash and cash equivalents 2,229 2,229 AC 2,229 – – –

Total assets 17,501 14,495 14,028 784 1,040 –

Bonds 14,276 14,276 AC 15,461 – 15,461 –

Commercial paper 861 861 AC 861 – – –

Liabilities to credit institutions 3,240 3,240 AC 3,240 – – –

Liabilities from leases 1,420 1,420 n/a 1,420 – – –

Accounts payable, trade 5,087 5,087 AC 5,087 – – –

Derivatives – no hedge accounting 677 677 FVTPL 677 33 644 –

Derivatives – hedge accounting 4 4 n/a 4 0 4 –

Other liabilities f
3,004 1,558 AC 1,558 – – –

Total liabilities 28,569 27,123 28,308 33 16,109 –

a In general, only significant shareholdings are measured at fair value. All insignificant shareholdings are measured at cost (carrying amount: €467 million). Fair value level 1 is applied to publicly listed shareholdings. Level 2 is
­applied to shareholdings for which valuation is based on parameters observable in the market to the greatest extent possible. These may be adjusted to reflect valuation-relevant characteristics of the respective shareholding in
the fair value.
b AC: amortized cost; FVTOCI: fair value through other comprehensive income; FVTPL: fair value through profit or loss; a more detailed description of the categories can be found in Note 26.1 from page 291 onward.
c Fair value was determined based on quoted, unadjusted prices on active markets.
d Fair value was determined based on parameters for which directly or indirectly quoted prices on active markets were available.
e Fair value was determined based on parameters for which there was no observable market data.
f Does not include separately shown derivatives or receivables and liabilities from finance leases. If miscellaneous receivables are valued at fair value through profit or loss, their valuation is generally based on parameters
­observable on the market. These are adjusted to reflect valuation-relevant characteristics of the respective assets in the fair value.

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Notes

Offsetting of derivative assets and liabilities as of December 31, 2020

Million €
Offset amounts Amounts that cannot be offset

Due to Relating to
Gross amount Amount offset Net amount global netting agreements financial collateral Potential net amount

Derivatives with positive fair values 415 –18 397 –134 –61 202

Derivatives with negative fair values 563 –18 545 –134 –233 178

Offsetting of derivative assets and liabilities as of December 31, 2019

Million €
Offset amounts Amounts that cannot be offset

Due to Relating to
Gross amount Amount offset Net amount global netting agreements financial collateral Potential net amount

Derivatives with positive fair values 452 –70 382 –163 –116 103

Derivatives with negative fair values 424 –70 354 –163 –57 134

The table “Offsetting of derivative assets and liabilities” shows the were included in current other liabilities, provided specific netting
extent to which assets and liabilities were offset in the balance sheet, agreements with customers existed. As a result, trade accounts
as well as potential effects from the offsetting of derivatives subject ­receivable were reduced by €616 million. The reduction in trade
to a legally enforceable global netting agreement (primarily in the accounts payable was €45  million and the reduction in advance
form of an ISDA agreement) or similar agreement. For positive fair payments received on orders was €571 million. Accordingly, the net
values of combined interest rate and currency swaps, the respective amount for trade accounts receivable was €9,466 million (gross
counterparties provided cash collaterals in an amount comparable amount before offsetting: €10,082 million). The net amount for trade
to the outstanding fair values. accounts payable was €5,291 million (gross amount before
­offsetting: €5,336  million). The net amount for advance payments
Deviations from the derivatives with positive fair values and received on orders was €679 million (gross amount before offsetting:
­derivatives with negative fair values reported in other receivables €1,250 million). In 2019, trade accounts receivable were only offset
and other liabilities at the end of 2020 and 2019 arose from against the advance payments received on orders included in
­derivatives not subject to any netting agreements as well as from ­current other liabilities. Both balance sheet items were reduced by
embedded derivatives. These are therefore not included in the table €647 million. Accordingly, the net amount for trade accounts
above. receivable was €9,093 million (gross amount before offsetting:
­
€9,740  million). The resulting net amount for advance payments
In addition to the offsetting of derivatives presented in the table ­received on orders was €537 million (gross amount before offsetting:
above, trade accounts receivable in 2020 were offset against trade €1,184 million).
accounts payable and advance payments received on orders, which

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Notes

The net gains and losses from financial instruments shown in the Net gains and losses from financial instruments 2020
following table comprise the results of valuations, the amortization of Million €
discounts, the recognition and reversal of impairments, results from Total

the translation of foreign currencies as well as interest, dividends Financial assets measured at amortized cost –282
and all other effects on the earnings resulting from financial of which interest result 32
­instruments. The line item financial instruments at fair value through
Financial instruments at fair value through profit or loss 691
profit or loss contains only gains and losses from instruments that
of which interest result 65
are not designated as hedging instruments in accordance with
IFRS 9. Financial assets at fair value through other comprehensive income 2

Gains and losses from the valuation of securities recognized in equity are shown in development of of which interest result 1
income and expense recognized in equity attributable to shareholders of BASF SE on page 223
Financial liabilities measured at amortized cost –326
For more information, see page 227 of the Statement of Changes in Equity
of which interest result –403

Net gains and losses from financial instruments 2019

Million €
Total

Financial assets measured at amortized cost 256

of which interest result 48

Financial instruments at fair value through profit or loss –37

of which interest result 68

Financial assets at fair value through other comprehensive income 4

of which interest result 4

Financial liabilities measured at amortized cost –724

of which interest result –512

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Notes

26.5 Derivative financial instruments and hedge a

­ ccounting Fair value of derivative instruments
Million €
The use of derivative financial instruments December 31, 2020 December 31, 2019

Foreign currency forward contracts 10 26

BASF is exposed to foreign currency, interest rate and commodity Foreign currency options 35 22
price risks during the normal course of business. These risks are
Foreign currency derivatives 45 48
hedged using derivative instruments as necessary in accordance
of which designated hedging instruments as defined by IFRS 9 (hedge accounting) 35 18
with a centrally determined strategy. Hedging is employed for
­existing underlying transactions from the product business, cash Interest rate swaps – –4

investments and financing as well as for planned sales, raw material of which designated hedging instruments as defined by IFRS 9 (hedge accounting) – –4
purchases and capital measures. Furthermore, hedging is also used Combined interest rate and currency swaps –163 60
for cash flows from acquisitions and divestitures. The risks from the of which designated hedging instruments as defined by IFRS 9 (hedge accounting) 90 138
hedged items and the derivatives are continually monitored. Where
Interest derivatives –163 56
derivatives have a positive market value, BASF is exposed to credit
Commodity derivatives –321 –186
risks from derivative transactions in the event of nonperformance of
the other party. To minimize the default risk on derivatives with of which designated hedging instruments as defined by IFRS 9 (hedge accounting) 7 6

­positive market values, transactions are exclusively conducted with Derivative financial instruments –439 –82
creditworthy banks and partners and are subject to predefined
credit limits.

To ensure efficient risk management, risk positions are centralized at Hedge accounting to commodity price risks. Commodity price-based options serve as
BASF SE and certain Group companies. The contracting and hedging instruments, for which contract terms are defined to reflect
­execution of derivative financial instruments for hedging purposes BASF is exposed to commodity price risks in the context of ­procuring the risks of the hedged item. Depending on where trading took
are conducted according to internal guidelines, and subject to strict naphtha. Some of the planned purchases of naphtha are hedged place, the average exercise price of the designated options was
control mechanisms. using swaps and options on oil and oil products. The main €13.35 per MWh or $2.7410 per mmBtu as of December 31, 2020.
contractual elements of these items are aligned with the
­ The average exercise price of the designated options was $2.4539
The fair values of derivative financial instruments are calculated ­characteristics of the hedged item. Cash flow hedge accounting per mmBtu as of December 31, 2019. Cash flows from the hedging
­using valuation models that use input parameters observable on the was employed for a portion of these hedging relationships in 2020 transaction and hedged item are generally recognized in profit or
market. Exceptions to this are some commodity derivatives, whose and 2019. The average exercise price of the designated options loss for the following year.
valuation is based directly on market prices. was $454.45 per metric ton as of December  31, 2020 (Decem-
ber 31, 2019: $529.53 per metric ton). Cash flows from designated The change in the options’ time value is recognized separately in
In addition to the derivative instruments presented in the following hedging instruments and hedged transactions occur in the following equity as costs of transaction-related hedging and, in the year
table, BASF also has derivatives that are embedded in other fi­ nancial year and are also recognized in profit or loss for that year. during which the hedged items mature, it is initially derecognized
instruments. This primarily relates to options embedded in a loan on against the carrying amount of the procured assets and recognized
the borrower’s equity instruments. The fair value of these derivatives Furthermore, cash flow hedge accounting continued to be employed in profit or loss when the assets are consumed. In 2020, a decrease
was €33 million as of December 31, 2020. to a minor extent for procuring natural gas, which is likewise ­exposed in fair value of €17 million was recognized in equity attributable to

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Notes

shareholders of BASF SE, and €13 million was initially derecognized The interest rate risk of the variable-rate bonds issued by BASF SE The effects of the hedging relationships on the balance sheet, the
against the carrying amount of the inventories procured and then in 2013 was hedged using interest rate swaps, which converted the cash flow hedge reserve, hedged nominal value and ineffectiveness
recognized for their use in profit or loss. In 2019, a decrease in fair bonds into fixed-interest rate bonds with a rate of 1.45%. The key to be determined are presented in the following tables by fiscal year.
value of €3 million was recognized in equity attributable to terms of the interest rate swap contracts used as hedging
­shareholders of BASF SE, and €2 million was derecognized against ­instruments generally correspond to the contractual elements of the
the carrying amount of the assets. hedged item. The bond and the interest rate swaps were designated
to hedge accounting. The hedge relationship ended in 2020 due to
BASF’s planned soybean procurement is also exposed to ­commodity maturity of the hedging transaction and hedged item.
price risks. These commodity price risks are hedged with soybean
futures. The contractual conditions for these hedging transactions Furthermore, BASF SE’s fixed-rate U.S. private placement of
correspond to the respective hedged item, and some are ­designated $1.25  billion, issued in 2013, was converted to euros using
as cash flow hedge accounting relationships. The average price cross-currency swaps, as the private placement exposes BASF to a
hedged using these instruments was $12.5175 per bushel as of combined interest/currency risk. The hedged interest rate was
December  31, 2020 (December  31, 2019: $9.4559 per bushel). 4.13% in the fiscal years 2020 and 2019. The hedged foreign
Cash flows from these futures and the hedged expected future ­exchange rate in both years was $1.3589 per euro. This hedge was
transactions are generally recognized in profit or loss for the ­following designated as a cash flow hedge.
year.
In 2020, the expected sale price associated with the disposal of the
BASF is exposed to foreign currency risks due to planned sales in construction chemicals and pigments businesses was partially
U.S. dollars. To some extent, cash flow hedge accounting is applied hedged against exchange rate fluctuations. The occurrence of the
using currency options. The hedged transaction – the designated hedged transactions was, due to contractual agreements,
share of expected sales in U.S. dollars – is calculated based on ­considered highly probable; and the transactions and derivatives
­internal thresholds. The hedged volume is always below the total used for hedging were designated to a cash flow hedge accounting
amount of expected sales in U.S. dollars for the following fiscal year. relationship. The hedge was initially achieved through foreign
The average hedged rate was $1.1583 per euro as of Decem- ­currency forward contracts and, following the discontinuation of this
ber 31, 2020, and $1.1105 per euro in the previous year. The impact hedging relationship, with foreign currency options. Both cases
on earnings from designated transactions in 2020 will be recognized were transaction-related hedges. The change in the forward rate
in the following year. The decrease in the options’ time value and the change in the time value component are recognized as
component arising in the amount of €30 million in 2020 was
­ hedging costs at a point in time. These costs were recognized in
­recognized separately in equity as the cost of hedging and resulted BASF Group equity in the amount of –€18 million Due to the sale of
in a reduction in equity. Accumulated changes in the options’ time the construction chemicals business as of September  30,  2020,
values were reclassified to profit or loss due to the maturity of €11 million was reclassified to profit or loss and included in disposal
hedged items in the amount of €34 million. In 2019, –€38  million gains from the discontinued construction chemicals business.
was recognized separately in equity as a change in the options’ time There was no ineffectiveness at any time during the year. The
value component, and €35 million was reclassified to profit or loss. average hedged rate was $1.1964 per euro as of Decem-
­
ber 31, 2020.

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Notes

Cash flow hedge accounting effects in 2020

Million €
Change in fair values for assessing
Carrying amount of hedging instruments Cash flow hedge reserve ineffectiveness Recognized ineffectiveness

Income
Accumulated Hedging effects Amounts statement
amounts for recognized in reclassified to item for
continuing other profit or loss for ­recognition
Financial Financial Nominal hedging comprehensive realized hedging of reclassifi- Hedging Hedged Ineffective- Income
assets liabilities Balance sheet item value relationships income transactions cation ­instrument ­transaction ness amount statement item

Other
operating in-
Other receivables and
Foreign currency risks 35 – 1,142 27 114 –77 come/income 27 27 – n/a
miscellaneous assets
from discontin-
ued operations

Interest in-
Interest risks – – Other liabilities – – –3 4 0 0 – n/a
come

Combined interest/ Other receivables and Other financial

90 – 920 5 –48 94 90 102 – n/a
foreign currency risks miscellaneous assets income

Other receivables and

Commodity price risks 7 0 miscellaneous assets / 65 5 9 – n/a 5 5 – n/a
other liabilities

Total 132 0 2,127 37 72 21 122 134 –

Cash flow hedge accounting effects in 2019

Million €
Change in fair values for assessing
Carrying amount of hedging instruments Cash flow hedge reserve ineffectiveness Recognized ineffectiveness

Income
Accumulated Hedging effects Amounts statement
amounts for recognized in reclassified to item for
continuing other profit or loss for ­recognition
Financial Financial Nominal hedging comprehensive realized hedging of reclassifi- Hedging Hedged Ineffective- Income
assets liabilities Balance sheet item value relationships income transactions cation ­instrument ­transaction ness amount statement item

Other
Other receivables and
Foreign currency risks 18 – 733 10 7 0 operating 10 10 – n/a
miscellaneous assets
income

Interest
Interest risks – 4 Other liabilities 300 –1 –1 4 4 4 – n/a
income

Combined interest/ Other receivables and Other financial

138 – 920 –37 58 –21 138 149 – n/a
foreign currency risks miscellaneous assets income

Other receivables and

Commodity price risks 6 0 miscellaneous assets / 123 2 4 – n/a 2 2 – n/a
other liabilities

Total 162 4 2,076 –26 68 –17 154 165 –

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Notes

The occurrence of all forecasted transactions was considered to be 27 Statement of cash flows and capital structure of the equity-accounted interest in Wintershall Dea GmbH offset
highly probable at all times during fiscal years 2019 and 2020. management each other. The only effect on cash was the outflow of cash and
Amounts accumulated in the cash flow hedge reserve for ­commodity cash equivalents in the amount of €800 million, as well as the
price risks are derecognized against the carrying amount of acquired Statement of cash flows ­repayment of BASF SE’s open finance-related receivables against
assets once the hedged transaction occurs. Thus, there is no the Wintershall Dea group and capital decreases at Wintershall
­immediate reclassification of the amounts recognized in the cash Cash flows from operating activities contained the following Dea  GmbH, Kassel/Hamburg, Germany, in the total amount of
flow hedge reserve to profit or loss in these cases. ­payments: €3.2 billion. In connection with the transfer of the paper and water
chemicals b ­ usiness to the Solenis group in the first quarter of 2019,
In connection with its catalyst production, BASF is exposed to Statement of cash flows the ­majority of the purchase price was settled with the contribution
­commodity price risks associated with holding physical precious Million € of the interest in Solenis UK International Limited, London, United
metal items. These production-related precious metal inventories 2020 2019 Kingdom (€590 million). The rest of the purchase price (€178 million)
are hedged with forward contracts in accordance with a defined Income taxes –595 –1,280 was recognized in cash.
hedging strategy. In 2020, a portion of these precious metal of which income tax refunds 273 8 For more information on acquisitions and divestitures, see Note 3 from page 235 onward
­inventories was designated for the first time to a fair value hedge
income tax payments –868 –1,288
accounting relationship with forward contracts on the precious Payments made for property, plant and equipment and intangible
Interest payments –341 –480
metals. Changes in the forward rate were considered costs of assets amounted to €3,129 million, €695 million lower than in the
­hedging, and €2  million was recognized in other comprehensive of which interest received 146 175 previous year.
income and reclassified successively to profit or loss, being a
­ interest paid –487 –655
time-period-related hedge. All hedging instruments expired in 2020. Dividends received 244 315 Cash and cash equivalents consist primarily of cash on hand and
The hedged precious metals were sold. Cash flows in connection bank balances with maturities of less than three months.
with the hedging instruments were recognized in profit or loss in In 2020, BASF SE transferred securities in the amount of €401 mil-
2020. All hedging relationships were fully effective. lion (2019: €300  million) to BASF Pensionstreuhand e.V., Lud- Cash and cash equivalents in the amount of €4,335 million reported
wigshafen am Rhein, Germany. This transfer was not cash effective in the statement of cash flows as of December 31, 2020, consisted
and therefore had no effect on the statement of cash flows. of the balance sheet value (€4,330 million) and the value reclassified
to the pigments business disposal group (€5 million). Cash and cash
Cash flows from investing activities included €1,240 million in equivalents in the amount of €2,455 million reported in the ­statement
­payments made for acquisitions for the polyamide business ­acquired of cash flows as of December 31, 2019, consisted of the balance
from Solvay (2019: €239 million for various transactions). sheet value (€2,427  million) and the values reclassified to the dis­
posal groups for the construction chemicals business (€21 million)
In 2020, payments received for divestitures arose in the amount of and the pigments business (€7 million). At the beginning of the 2019
€2,520  million due to the sale of the construction chemicals ­reporting period, the cash and cash equivalents of the oil and gas
­business. These included tax payments in the amount of €150 mil- business (€219 million) were reclassified to the disposal group.
lion that were directly associated with the transaction. In 2019, For more information on the contribution of discontinued operations on BASF’s statement of cash
flows, see Note 3 from page 235 onward
payments received for divestitures recognized in the amount of
€2,600  million were mainly due to the merger of the oil and gas
businesses of Wintershall and DEA. The effects of the deconsolida-
tion of the Wintershall companies and the simultaneous recognition

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Notes

Reconciliation according to IAS 7 for 2020 As in the previous year, cash and cash equivalents were not subject
Million € to any utilization restrictions.
Dec. 31, Dec. 31,
2019a Non-cash-effective changes 2020a
The reconciliation according to IAS 7 breaks down the changes in
Acquisitions/
Cash effective in divestitures/
financial and similar liabilities and their hedging transactions into
cash flows from changes in the Additions Changes cash-effective and non-cash-effective changes. The cash-effective
financing scope of Currency from lease Other in
activities consolidation effects contracts effects fair value
changes presented above correspond to the figures in cash flows
from financing activities.
Financial indebtedness 18,392 1,615 –7 –789 – 3 – 19,214

Loan liabilities 526 45 –10 –3 – 1 – 559

Loan liabilities do not contain any interest components.
Lease liabilities 1,478 –415 b
–54 –85 519 –74 c
– 1,369

Other financing-related liabilities 284 –36 –19 2 – –3 – 228 Other financing-related liabilities primarily comprise liabilities from
Financial and similar liabilities 20,680 1,209 –90 –875 519 –73 – 21,370 accounts used for cash pooling with BASF companies not included
in the Consolidated Financial Statements. They are reported in
Assets/liabilities from hedging transactions –49 371 – – – – –365 –43
­miscellaneous liabilities within the balance sheet item other liabilities
Total 20,631 1,580 –90 –875 519 –73 –365 21,327
that qualify as financial instruments.
a Balances as of December 31, 2020 and 2019 also include contributions reclassified to the disposal groups and therefore deviate from balance sheet values.
b Lease payments totaled €453 million in 2020. The principal component in the amount of €415 million is presented in cash flows from financing activities. BASF reports interest payments in cash flows from operating activities; this
amounted to €38 million.
c That includes mainly disposals from lease contracts.
Assets/liabilities from hedging transactions form part of the
­balance sheet items derivatives with positive and negative fair values
Reconciliation according to IAS 7 for 2019 respectively and include only those transactions which hedge risks
Million € arising from financial indebtedness and financing-related liabilities
Dec. 31, Dec. 31, secured by micro hedges.
2018a Non-cash-effective changes 2019a
For more information on receivables and miscellaneous assets, see Note 18 from page 275 onward
Acquisitions/ For more information on liabilities, see Note 21 from page 279 onward
Cash effective in divestitures/
cash flows from changes in the Additions Changes For more information on the statement of cash flows, see the Management’s Report from page 65
financing scope of Currency from lease Other in onward
activities consolidation effects contracts effects fair value

Financial indebtedness 21,351 –2,633 –524 146b – 52b – 18,392

Loan liabilities 541 122 –140 2 – 1 – 526

Lease liabilities 134 –399 c

–107 7 452 1,391 d
– 1,478

Other financing-related liabilities 889 –57 –455 1 – –94 – 284

Financial and similar liabilities 22,915 –2,967 –1,226 156 452 1,350 – 20,680

Assets/liabilities from hedging transactions 65 –375 – – – – 261 –49

Total 22,980 –3,342 –1,226 156 452 1,350 261 20,631

a Balances as of December 31, 2019 and 2018 also include contributions reclassified to the disposal groups and therefore deviate from balance sheet values.
b In accordance with IAS 8, other effects were reclassified retroactively to currency effects in the amount of €105 million.
c Lease payments totaled €441 million in 2019. The principal component in the amount of €399 million is presented in cash flows from financing activities. BASF reports interest payments in cash flows from operating activities;
this amounted to €42 million.
d This included the effect from the initial application of IFRS 16 in the amount of €1,400 million.

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Notes

Capital structure management Ratings as of December 31, 2020 28  Personnel expenses and employees

The aim of capital structure management is to maintain the financial Noncurrent Current Personnel expenses
financial financial
flexibility needed to further develop BASF’s business portfolio and indebtedness indebtedness Outlook
take advantage of strategic opportunities. The objectives of the Fitch A F1 stable
The BASF Group’s expenses for wages and salaries, social security
company’s financing policy are to ensure solvency, limit financial contributions and pensions and assistance in 2020 totaled
Moody’s A3 P-2 stable
risks and optimize the cost of capital. €10,576  million (2019: €10,924  million). This amount included
Standard & Poor’s A A-1 negative
­proportional personnel expenses for 2020 from the disposal group
Capital structure management focuses on meeting the requirements for the construction chemicals business in the amount of €291 mil-
needed to ensure unrestricted access to the capital market and a lion.­In 2019, personnel expenses from the disposal groups for the
solid A rating. The capital structure is managed using selected Ratings as of December 31, 2019 construction chemicals business and proportionally for the oil and
­financial ratios, such as dynamic debt ratios, as part of the c
­ ompany’s gas business totaled €557  million. The decrease in personnel
financial planning. Noncurrent Current ­expenses was primarily due to lower bonus provisions and the lower
financial financial
indebtedness indebtedness Outlook average number of employees which resulted, in particular, from the
The equity of the BASF Group as reported in the balance sheet Moody’s A2 P-1 stable
divestiture of the construction chemicals business. A higher wage
amounted to €34,398  million as of December 31, 2020 (Decem- and salary level as well as higher pension expenses because of
Standard & Poor’s A A-1 stable
ber  31, 2019: €42,350  million); the equity ratio was 42.8% on ­increased service costs had an offsetting effect.
­December 31, 2020 (December 31, 2019: 48.7%).
BASF strives to maintain a solid A rating, which ensures unrestricted Personnel expenses
BASF prefers to access external financing on the capital markets. A access to financial and capital markets. Million €
commercial paper program is used for short-term financing, while For more information on BASF’s financing policy, see the Management’s Report from 2020 2019
page 64 onward
corporate bonds are used for financing in the medium and long Wages and salaries 8,416 8,825
term. These are issued in euros and other currencies with different Social security contributions and assistance
1,424 1,545
maturities. The goal is to create a balanced maturity profile, achieve expenses

a diverse range of investors and optimize our debt capital financing Pension expenses 736 554
conditions. Personnel expenses 10,576 10,924

BASF currently has the following ratings, which were most recently
confirmed by Fitch on February  12, 2021, Moody’s on Febru-
ary 12, 2021 and by Standard & Poor’s on December 8, 2020.

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Notes

Number of employees The average number of employees was distributed over the regions 29 Share price-based compensation programs
as follows: and BASF incentive share program
As of December 31, 2020, the number of employees decreased to
110,302  employees compared with 117,628  employees as of Average number of employees Share price-based compensation programs
­December 31, 2019. The decrease was due primarily to the sale of
the construction chemicals business, which affected around 2020 2019 The BASF Group offered its share price-based compensation
7,500  employees. An offsetting factor was the acquisition of Europe 71,329 73,126 program (the long-term incentive (LTI) program) known as BOP
­
Solvay’s polyamide business due to which the BASF Group’s
­­ of which Germany 53,080 54,722 (BASF Option Program), which started in 1999, for the last time in
­number of employees rose by around 1,200 people – including the 2020. Effective retroactively as of January  1,  2020, a new LTI
North America 18,599 19,624
employees of the Butachimie SNC and Alsachimie S.A.S. joint ­program – known as Strive! – was also introduced in the form of a
Asia Pacific 18,719 18,843
­operations, both in Chalampé, France – which were counted on a performance share plan. Generally, members of the Board of
pro rata basis. South America, Africa, Middle East 7,326 7,607 Executive ­
­ Directors and all senior executives are entitled to
BASF Group 115,973 119,200 ­participate in the LTI programs.
As of December  31, 2020, a total of 1,137 employees (2019: of which apprentices and trainees 2,821 2,811
96 employees) worked at joint operations. The rise was mainly due temporary staff 2,518 2,922
BASF Option Program (BOP)
to additions related to the aforementioned acquisition of Solvay’s
polyamide business. This program grants virtual option rights. When exercised, the ­option
Employees from joint operations are included in the average number rights are settled in cash.
The development of the number of employees was distributed over of employees relative to BASF’s share in the company. On average,
the regions as follows: these had a total of 1,055 employees (2019: 206 employees). In accordance with the program‘s deadline requirement,
­approximately 1,100 people, in particular members of the Board of
Number of employees as of December 31 The BASF Group’s average number of employees for 2020 included Executive Directors and senior executives, were eligible to p
­ articipate
5,400  employees from the disposal group for the construction in the BOP program as of April 1, 2020. Around 90% of those
2020 2019 chemicals business (2019: 6,801 employees). ­eligible participated.
Europe 68,849 72,153

of which Germany 51,961 54,028 Participation in BOP is voluntary. In order to take part in the p
­ rogram,
a participant must make a personal investment: Participants are
North America 16,948 19,355
­required to hold BASF shares representing between 10% and 30%
Asia Pacific 17,753 18,634
of their respective variable compensation for a two-year period from
South America, Africa, Middle East 6,752 7,486 the granting of the option (holding period). The number of shares to
BASF Group 110,302 117,628 be held is determined by the amount of variable compensation and
of which apprentices and trainees 3,120 3,161 the volume-weighted average market price of BASF shares on the
temporary staff 2,128 2,606
first trading day after the Annual Shareholders’ Meeting, which was
€51.26 on June 19, 2020.

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Notes

Participants receive four option rights per invested share. Each of the Board of E ­ xecutive Directors may only exercise their option As a result of a resolution by the Board of Executive Directors in
­option consists of two parts, right A and right B, which may be rights four years after they have been granted at the earliest (vesting 2002 to settle option rights in cash, all outstanding option rights
­exercised if defined thresholds have been met: The threshold of period). under the 2013 to 2020 programs were valued at fair value as of
right A is met if the price of the BASF share has increased by more December  31, 2020. A proportionate provision is recognized for
than 30% in comparison with the base price on the option grant The 2013 to 2019 programs are similar in structure to the 2020 BOP programs in the vesting period. The LTI provision for BOP increased
date (absolute threshold). The value of right A is the difference program. from €90  million as of December  31, 2019 to €115  million as of
­between the market price of BASF shares on the exercise date and December  31, 2020, due to higher fair values of the outstanding
the base price; it is limited to 100% of the base price. If the c
­ umulative The models used in the valuation of the option plans are based on option rights. No utilization of provisions was recognized in 2019 or
percentage performance of BASF shares exceeds the percentage the arbitrage-free valuation model according to Black-Scholes. The 2020. The expense from the addition of provisions totaled €25 mil-
performance of the MSCI World Chemicals IndexSM (MSCI Chemi- fair values of the options are determined using the binomial model. lion in 2020 and €34 million in 2019. Of this amount, €1 million was
cals), right B may be exercised (relative threshold). The value of attributable to the disposal group for the discontinued pigments
right B is the base price of the option multiplied by twice the per- Fair value of options and parameters used business in 2020 and €1 million for the discontinued construction
as of December 31, 2020
centage by which the BASF share outperforms the MSCI Chemicals chemicals business in 2019.
Index on the exercise date. It is limited to the closing price on the
BOP program of the year
date of ­ exercise less the calculated nominal value of the BASF The exercisable options had no intrinsic value as of Decem-
share. From the 2013 BOP program onward, right B may only be 2020 2019 ber 31, 2020 or as of December 31, 2019.
exercised if the price of the BASF share equals at least the base Fair value € 27.95 17.48
price. The options granted as of July  1, 2020 may be exercised Dividend yield % 5.10 5.10 Strive!
between July  1, 2022, and June  30, 2028, following a two-year Risk-free interest rate  % –0.67 –0.70
vesting period. During the exercise period, there are certain times In 2020, a new LTI program – known as Strive! – was established in
Volatility BASF share % 28.22 29.32
(closed periods) during which the options may not be exercised. the form of a performance share plan for senior executives and
Volatility MSCI Chemicals % 17.87 18.71
Each option can only be exercised in full. This means that one of the members of the Board of Executive Directors. The new LTI plan is
thresholds must be ­exceeded. If the other threshold is not exceeded Correlation BASF share price – MSCI Chemicals % 79.66 80.05 based on achievement of strategic targets and takes into account
and the option is exercised, the other option right lapses. A partici- BASF’s share price and dividend performance (total shareholder
pant’s maximum gain from exercising an option is limited to five The stated fair values and the valuation parameters relate to the ­return) over a four-year period. Participation in Strive! is voluntary
times the original i­ndividual investment starting with the 2013 BOP 2020 and 2019 BOP programs. The fair value calculation was based and is linked to a share ownership obligation. Approximately
program. Option rights are nontransferable and are forfeited if the on the assumption that options will be exercised in a manner 700 people were eligible to participate in Strive! in 2020. In contrast
option holders no longer work for the BASF Group or have sold part ­dependent on their potential gains. For the programs from p
­ receding to the BOP p ­ rogram, Strive! offers rolling eligibility, without a dead-
of their individual investment before the expiry of the two-year vest- years, corresponding fair values and valuation parameters were line for p
­ articipation. Members of the Board of Executive Directors
ing period. They remain valid in the case of retirement. For the ­determined/used. as well as about 90 % of eligible senior executives participated.
members of the Board of Executive Directors, the long-term orienta-
tion of the program is significantly strengthened compared with the Volatility was determined on the basis of the monthly closing prices A Strive! plan includes a four-year performance period with a fixed
conditions applying to the other participants. Members of the Board over a historical period corresponding to the remaining term of the disbursement date. A target amount is determined at the beginning
of Executive Directors are required to participate in the BOP pro- options. of a new Strive! plan for every participant. This target amount is
gram with at least 10% of their actual annual variable compensation. converted into a preliminary number of virtual performance share
In view of this binding personal investment (in the form of BASF The number of options granted amounted to 1,693,748 in 2020 units (PSUs) by dividing it by the average BASF share price in the
shares), an extended holding period of four years applies. Members (2019: 2,099,028). fourth quarter of the previous year. The number of PSUs that are

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Notes

ultimately paid out at the end of the performance period depends on Fair value of PSUs and parameters used BASF “Plus” Incentive Share Program
as of December 31, 2020
the achievement of the three strategic targets: growth (volume
growth compared with global chemical production), profitability The “plus” incentive share program was introduced in 1999 and is
Strive! program of the
­(increase in EBITDA before special items) and sustainability (CO2 year currently available to employees in Germany, other European
emissions). ­countries and Mexico. Simultaneous participation in both the “plus”
2020 2019
program and an LTI program is not permitted.
Number of PSUs granted 767,308 –
Achievement of each strategic target is calculated for each year of
the four-year performance period. Upon conclusion of the perfor- Number of PSUs vested 191,827 – Employees who participate in BASF’s “plus” incentive share ­program
mance period, the average degree of target achievement for each Fair value / PSU € 55.04 – and acquire shares in BASF as a personal investment from their
strategic goal is equal to the arithmetic mean of the degrees of target Weighted target achievement % 92.50 – variable compensation. For every 10 BASF shares purchased in the
achievement for the four years. The total target achievement for Base price € 64.72 –
program, a participant receives one BASF share at no cost after
Strive!2020 is determined by adding the target achievement degree one, three, five, seven and 10 years of holding these shares. As a
Dividend€ 3.30 –
for the three strategic targets after having multiplied each by the rule, the first and second block of 10 shares entitles the participant
corresponding weighting factor. To calculate the final number of to receive one BASF share at no extra cost in each of the next
PSUs, this weighted target achievement is multiplied by the The number of PSUs granted amounted to 767,308 in 2020. PSUs 10 years.
­preliminary number of PSUs. The payment amount upon conclusion vested by the deadline totaled 191,827 and were recognized at fair
of the four-year performance period is calculated by multiplying the value in the amount of €55.04 in 2020. Fair value is determined The right to receive free BASF shares lapses if a participant sells the
final number of PSUs by the average BASF share price for the fourth ­using the BASF share price of €64.72 on the balance sheet date and individual investment in BASF shares, if the participant stops ­working
quarter of the last year of the performance period, plus the accu­ the dividend payment of €3.30 in 2020, plus expected dividend for a Group company or one year after retirement. The number of
mulated dividend payments in the four fiscal years. The payment payments during the term of the program. The weighted target free shares to be granted has developed as follows:
occurs in May of the following year and is capped at 200% of the achievement degree of 92.50 % in 2020 is also taken into account.
target amount. The payment amount therefore not only reflects A fluctuation rate of 4 % is assumed in the fair value calculation. Number of free shares to be granted
­achievement of the strategic targets, but performance of BASF’s Shares
dividend and share price as well (total shareholder return). The resulting LTI provision for Strive! totaled €11  million as of 2020 2019

­December 31, 2020. As Strive! was offered for the first time in 2020, As of January 1 3,025,462 2,927,843
Like BOP, a personal investment in BASF shares is a prerequisite for it represents an addition to provisions. No provisions were allocated Newly acquired entitlements 942,685 758,255
participation in Strive!. Participants are required to own BASF shares to the disposal group.
Bonus shares issued –490,050 –527,170
amounting to a predetermined percentage of their base salary for
Lapsed entitlements –226,521 –133,466
the duration of the performance period. A set-up phase applies to The same plan conditions generally apply to members of the Board
first-time participants. During this period, they are required to hold a of Executive Directors. Unlike for senior executives, share ownership As of December 31 3,251,576 3,025,462

percentage of shares as their predetermined personal investment. obligation is not voluntary for the Board of Executive Directors and is
The set-up phase for 2020 ends on December 31, 2023. outlined in their service contracts. The free shares to be provided by the company are measured at the
fair value on the grant date. Fair value is determined on the basis of
the BASF share price, taking into account the present value of
­dividends, which are not paid during the term of the program. The
weighted-average fair value on the grant date amounted to €45.30
for the 2020 program, and €68.21 for the 2019 program.

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Notes

The fair value of the free shares to be granted is recognized as an 30  Compensation of the Board of Executive Directors and Supervisory Board
expense with a corresponding increase in capital reserves over the
term of the program. Compensation of the Board of Executive Directors and Supervisory Board
Million €
Personnel expenses for BASF’s “plus” incentive share program 2020 2019

­totaled €28 million in 2020 and €33 million in 2019. Non-performance-related and performance-related cash compensation of the Board of Executive Directors 9.7 13.3

Fair value of options and performance share units granted to the Board of Executive Directors in the fiscal year as
12.1 3.2
of grant datea

Total compensation of the Board of Executive Directors 21.8 16.5

Service costs for members of the Board of Executive Directors 3.7 3.7

Compensation of the Supervisory Board 2.9 3.3

Total compensation of former members of the Board of Executive Directors and their surviving dependents 12.5 11.5

Pension provisions for former members of the Board of Executive Directors and their surviving dependents 209.0 198.2

Guarantees assumed for members of the Board of Executive Directors and the Supervisory Board – –

a The Board of Executive Directors was granted the new LTI performance share plan for the first time in 2020.

The STI performance bonus is based on the performance of the €1.1 million in 2020. In 2019, option rights led to an expense in the
Board of Executive Directors as a whole and the return on capital amount of €3.0 million.
employed (ROCE) of the BASF Group. Subject to certain conditions,
ROCE is adjusted for special items from acquisitions and divesti- In 2020, members of the Board of Executive Directors were granted
tures. The ROCE for 2020 is lower than the threshold according to 151,247 performance share units for the first time in connection with
the bonus curve. In this case, the compensation system stipulates the new LTI performance share plan, which led to an expense of
that the ROCE factor be determined by a special resolution of the €2.9 million in 2020.
Supervisory Board. The Supervisory Board has determined an For more information on the compensation of members of the Board of Executive Directors, see the
Compensation Report from page 183 onward
ROCE factor of 0.3.
For more information on the members of the Supervisory Board and Board of Executive Directors,
­including their memberships on other boards, see page 180 onward
The members of the Board of Executive Directors were granted
166,272 option rights under the previous long-term incentive (LTI)
program for the last time in 2020.

Market valuation of the option rights of active and former members

of the Board of Executive Directors resulted in an expense totaling

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Notes

31  Related party transactions Sales to related parties

Million €
Related parties are legal or natural entities that can exert influence Services rendered Services received

on the BASF Group or over which the BASF Group exercises control December 31, 2020 December 31, 2019 December 31, 2020 December 31, 2019
or joint control, or a significant influence. These primarily include Nonconsolidated subsidiaries 691 636 295 233
nonconsolidated subsidiaries, joint ventures and associated
Joint ventures 921 617 935 785
­companies.
Associated companies 432 583 586 811

The following tables show the volume of business with related

­parties that are included in the Consolidated Financial Statements at Trade accounts receivable from / trade accounts payable to related parties
amortized cost or accounted for using the equity method. The Million €
­values include sales, receivables, other receivables, liabilities and Accounts Accounts
receivable, trade payable, trade
other liabilities with respect to the disposal groups and/or
December 31, 2020 December 31, 2019 December 31, 2020 December 31, 2019
­discontinued operations.
Nonconsolidated subsidiaries 213 193 98 136

Sales and trade accounts receivable from and trade accounts Joint ventures 149 80 136 122
payable to related parties mainly included business with own
­ Associated companies 64 129 43 54
­products and merchandise, agency and licensing businesses, and
other operating businesses.
Other receivables from / liabilities to related parties
Other receivables and liabilities primarily arose from financing Million €
­activities, from accounts used for cash pooling, outstanding ­dividend Other receivables Other liabilities

payments, profit and loss transfer agreements, and other finance-­ December 31, 2020 December 31, 2019 December 31, 2020 December 31, 2019
related and operating activities and transactions. Nonconsolidated subsidiaries 192 285 198 219

Joint ventures 47 80 62 92
The decline in other receivables from nonconsolidated subsidiaries
Associated companies 55 57 240 345
resulted primarily from other finance-related receivables; and the
decline in other liabilities to associated companies was due mainly
to other finance-related and contract liabilities.
The balance of valuation allowances on trade accounts receivable lion), and in favor of associated companies in the amount of €28 mil-
Balances outstanding to related parties were generally not hedged from nonconsolidated subsidiaries rose from €2  million as of lion as of December 31, 2020 (December 31, 2019: €36 million).
and were settled in cash. ­December 31, 2019 to €3 million as of December 31, 2020. For more information on off-balance sheet financial obligations in connection with joint ventures,
see Note 25 on page 291

The balance of valuation allowances on other receivables from BASF had obligations from guarantees and other financial obliga-
­nonconsolidated subsidiaries rose from €23  million as of Decem- tions in favor of nonconsolidated subsidiaries in the amount of
ber  31, 2019 to €105  million as of December  31, 2020. Of this €8 million as of December 31, 2020 (December 31, 2019: €10 mil-
amount, €32 million was recognized as an expense.

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Notes

Obligations arising from purchase contracts with joint ventures 32  Services provided by the external auditor 33 Declaration of Conformity with the German
amounted to €6 million as of December 31, 2020, and €4 million as Corporate Governance Code
of December 31, 2019. BASF Group companies used the following services from KPMG:
Declaration pursuant to section 161 of the German Stock
Annual minimum rental payments for an office building including a Services provided by the external auditor Corporation Act (AktG)
parking area payable by BASF SE to BASF Pensionskasse VVaG for Million €
the nonterminable basic rental period until 2029 amounted to 2020 2019 The annual Declaration of Conformity with the German Corporate
€6 million. Annual audit 19.6 19.7 Governance Code according to section 161 AktG was submitted by
of which domestic 7.1 6.8 the Board of Executive Directors and the Supervisory Board of
BASF SE had other finance-related receivables from BASF Pensions­ BASF SE in December 2020 and is published online.
Audit-related services 1.0 0.7
kasse VVaG in the amount of €3 million as of December 31, 2020. For more information, see basf.com/en/corporategovernance
of which domestic 0.8 0.5

Prof. Dr. Thomas Carell, member of BASF SE’s Supervisory Board, Tax consultation services 0.2 0.2

has a minor business relationship with the BASF Group in the form of which domestic 0 –
of a shareholding in two start-up companies in the biochemicals Other services – –
business, specifically DNA and RNA technologies. He holds 10.04% of which domestic – –
in baseclick GmbH, in which BASF SE holds an indirect share
Total 20.8 20.6
through its subsidiary, BASF Venture Capital GmbH, of 67.23%, and
4.2% in baseclick Vaccine GmbH, in which BASF  SE holds an
­indirect share of 51.4%. Additionally, as its shareholder, Prof. Dr. The services provided by the external auditor mainly include services
Thomas Carell granted baseclick GmbH a loan in the amount of for the annual audit and, to a lesser extent, confirmation services
€30,000. and tax consultation services.

There were no further reportable related party transactions with The line item annual audit relates to expenses for the audit of the
members of the Board of Executive Directors or the Supervisory Consolidated Financial Statements of the BASF Group, the legally
Board and their related parties in 2020. required financial statements of BASF SE and of the subsidiaries
For more information on subsidiaries, joint ventures and associated companies, see the 2020 and joint operations included in the Consolidated Financial
BASF Group list of shares held on page 241
­Statements as well as the voluntary audit of subgroups. Fees for
For more information about defined benefit plants, the division of risk between Group companies,
see Provisions for pensions and similar obligations
other services primarily include audits in connection with regulatory
from page 282 onward demands as well as other confirmation services. Domestic tax
For more information on the members of the Board of Executive Directors and the Supervisory ­consultation services related primarily to tax declaration adjustments
Board, see Management and Supervisory Boards and Compensation Report from page 180 onward
for the Chemetall companies until the 2015 tax period.

BASF Report 2020 312

5
Chapter 5  pages 313–323

Ten-Year Summary  314

Glossary and Trademarks  318

Overviews
About This Report 1 To Our Shareholders 2 Management’s Report 3 Corporate Governance 4 Consolidated Financial Statements 5 Overviews
Ten-Year Summary

Ten-Year Summary
Million €
2011 2012a 2013b 2014 2015 2016 2017 2018 2019 2020

Statement of income

Sales 73,497 72,129 73,973 74,326 70,449 57,550 61,223c 60,220d 59,316 59,149

Income from operations (EBIT) 8,586 6,742 7,160 7,626 6,248 6,275 7,587 c
5,974 d
4,201 −191

Income before income taxes 8,970 5,977 6,600 7,203 5,548 5,395 6,882c 5,233d 3,302 −1,562

Income after taxes from continuing operations – – – – – – 5,592 4,116d 2,546 −1,471

Income after taxes from discontinued operations – – – – – – 760 863d 5,945 396

Income after taxes 6,603 5,067 5,113 5,492 4,301 4,255 6,352 4,979 8,491 −1,075

Net income 6,188 4,819 4,792 5,155 3,987 4,056 6,078 4,707 8,421 −1,060

Income from operations before depreciation and amortization (EBITDA) 11,993 10,009 10,432 11,043 10,649 10,526 10,765 c
8,970 d
8,185 6,494

EBIT before special items 8,447 6,647 7,077 7,357 6,739 6,309 7,645c 6,281d 4,643 3,560

Capital expenditures, depreciation and amortization

Additions to property, plant and equipment and intangible assets 3,646 5,263 7,726 7,285 6,013 7,258 4,364 10,735 4,097 4,869

of which property, plant and equipment 3,199 4,084 6,428 6,369 5,742 4,377 4,028 5,040 3,842 4,075

Depreciation and amortization of property, plant and equipment and intangible assets 3,407 3,267 3,272 3,417 4,401 4,251 4,202 3,750 d
4,146 6,685

of which property, plant and equipment 2,618 2,594 2,631 2,770 3,600 3,691 3,586 3,155 d
3,408 5,189

Number of employees

At year-end 111,141 110,782 112,206 113,292 112,435 113,830 115,490 122,404 117,628 110,302

Annual average 110,403 109,969 111,844 112,644 113,249 111,975 114,333 118,371 119,200 115,973

Personnel expenses 8,576 8,963 9,285 9,224 9,982 10,165 10,610 10,659 10,924 10,576

Research and development expenses 1,605 1,732 1,849 1,884 1,953 1,863 1,843c 1,994d 2,158 2,086

a We have applied International Reporting Standards IFRS 10 and 11 as well as International Accounting Standard 19 (revised) since January 1, 2013. Figures for 2012 have been restated; no restatement was made for 2011 and earlier.
b Figures for 2013 have been adjusted to reflect the dissolution of the natural gas trading business disposal group.
c Figures for 2017 were restated with the presentation of the oil and gas activities as discontinued operations.
d Figures for 2018 were restated with the presentation of the construction chemicals activities as discontinued operations.

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Ten-Year Summary

Million €
2011 2012a 2013b 2014 2015 2016 2017 2018 2019 2020

Key data

Earnings per share € 6.74 5.25 5.22 5.61 4.34 4.42 6.62c 5.12 9.17 −1.15

Adjusted earnings per share € 6.26 5.64 5.31 5.44 5.00 4.83 6.44 c
5.87 4.00 3.21

Cash flows from operating activities 7,105 6,602 8,100 6,958 9,446 7,717 8,785 7,939 7,474 5,413

EBITDA margin % 16.3 13.9 14.1 14.9 15.1 18.3 17.6c 14.9d 13.8 11.0

Return on assets % 16.1 11.0 11.5 11.7 8.7 8.2 9.5c 7.1 4.5 −1.2

Return on equity after tax % 27.5 19.9 19.2 19.7 14.4 13.3 18.9 14.1 21.6 −2.8

Return on capital employed (ROCE) % – – – – – – 15.4 12.0d 7.7 1.7

Appropriation of profits

Net income of BASF SEe 3,506 2,880 2,826 5,853 2,158 2,808 3,130 2,982 3,899 3,946

Dividend 2,296 2,388 2,480 2,572 2,664 2,755 2,847 2,939 3,031 3,031

Dividend per share € 2.50 2.60 2.70 2.80 2.90 3.00 3.10 3.20 3.30 3.30

Number of shares as of December 31 million 918.5 918.5 918.5 918.5 918.5 918.5 918.5 918.5 918.5 918.5

a We have applied International Reporting Standards IFRS 10 and 11 as well as International Accounting Standard 19 (revised) since January 1, 2013. Figures for 2012 have been restated; no restatement was made for 2011 and earlier.
b Figures for 2013 have been adjusted to reflect the dissolution of the natural gas trading business disposal group.
c Figures for 2017 were restated with the presentation of the oil and gas activities as discontinued operations.
d Figures for 2018 were restated with the presentation of the construction chemicals activities as discontinued operations.
e Calculated in accordance with German GAAP

BASF Report 2020 315

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Ten-Year Summary

Balance sheet (IFRS)

Million €
2011 2012a 2013b 2014 2015 2016 2017c 2018 2019 2020

Intangible assets 11,919 12,193 12,324 12,967 12,537 15,162 13,594 16,554 14,525 13,145

Property, plant and equipment 17,966 16,610 19,229 23,496 25,260 26,413 25,258 20,780 21,792 19,647

Integral investments accounted for using the equity method 1,852 3,459 4,174 3,245 4,436 4,647 4,715 2,203 1,885 1,878

Non-integral investments accounted for using the equity method – – – – – – – – 13,123 10,874

Other financial assets 848 613 643 540 526 605 606 570 636 582

Deferred tax assets 941 1,473 1,006 2,193 1,791 2,513 2,118 2,342 2,887 3,386

Other receivables and miscellaneous assets 561 911 877 1,498 1,720 1,210 1,332 886 1,112 912

Noncurrent assets 34,087 35,259 38,253 43,939 46,270 50,550 47,623 43,335 55,960 50,424

Inventories 10,059 9,581 10,160 11,266 9,693 10,005 10,303 12,166 11,223 10,010

Accounts receivable, trade 10,886 9,506 10,233 10,385 9,516 10,952 10,801 10,665 9,093 9,466

Other receivables and miscellaneous assets 3,781 3,455 3,714 4,032 3,095 3,078 3,494 3,139 3,790 4,673

Marketable securities 19 14 17 19 21 536 52 344 444 207

Cash and cash equivalents 2,048 1,647 1,827 1,718 2,241 1,375 6,495 2,300 2,427 4,330

Assets of disposal groups 295 3,264 – − − − − 14,607 4,013 1,182

Current assets 27,088 27,467 25,951 27,420 24,566 25,946 31,145 43,221 30,990 29,868

Assets 61,175 62,726 64,204 71,359 70,836 76,496 78,768 86,556 86,950 80,292

a We have applied International Reporting Standards IFRS 10 and 11 as well as International Accounting Standard 19 (revised) since January 1, 2013. Figures for 2012 have been restated; no restatement was made for 2011 and earlier.
b Figures for 2013 have been adjusted to reflect the dissolution of the natural gas trading business disposal group.
c As of January 1, 2018, receivables from bank acceptance drafts are no longer reported under trade accounts receivable, but under the item other receivables and other assets. The 2017 figures have been restated accordingly.

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Ten-Year Summary

Balance sheet (IFRS)

Million €
2011 2012a 2013b 2014 2015 2016 2017 2018 2019 2020

Subscribed capital 1,176 1,176 1,176 1,176 1,176 1,176 1,176 1,176 1,176 1,176

Capital reserves 3,203 3,188 3,165 3,143 3,141 3,130 3,117 3,118 3,115 3,115

Retained earnings 19,446 23,708 26,102 28,777 30,120 31,515 34,826 36,699 42,056 37,911

Other comprehensive income 314 −3,461 −3,400 −5,482 −3,521 −4,014 −5,282 −5,939 −4,850 −8,474

Noncontrolling interests 1,246 1,010 630 581 629 761 919 1,055 853 670

Equity 25,385 25,621 27,673 28,195 31,545 32,568 34,756 36,109 42,350 34,398

Provisions for pensions and similar obligations 3,189 5,421 3,727 7,313 6,313 8,209 6,293 7,434 7,683 8,566

Deferred tax liabilities c

2,628 2,234 2,894 3,420 3,381 3,317 2,731 1,787 1,764 1,447

Tax provisionsc – – – – – – – 559 516 587

Other provisions c
3,335 2,925 3,226 3,502 3,369 3,667 3,478 1,301 1,340 1,484

Financial indebtedness 9,019 8,704 11,151 11,839 11,123 12,545 15,535 15,332 15,015 15,819

Other liabilities 1,142 1,111 1,194 1,197 869 873 1,095 705 1,678 1,711

Noncurrent liabilities 19,313 20,395 22,192 27,271 25,055 28,611 29,132 27,118 27,996 29,614

Accounts payable, trade 5,121 4,502 5,153 4,861 4,020 4,610 4,971 5,122 5,087 5,291

Provisions 3,210 2,628 2,670 2,844 2,540 2,802 3,229 3,252 2,938 2,825

Tax liabilities 1,038 870 968 1,079 1,082 1,288 1,119 695 756 988

Financial indebtedness 3,985 4,094 3,256 3,545 4,074 3,767 2,497 5,509 3,362 3,395

Other liabilities 3,036 2,623 2,292 3,564 2,520 2,850 3,064 2,998 3,427 3,440

Liabilities of disposal groups 87 1,993 – − − − − 5,753 1,034 341

Current liabilities 16,477 16,710 14,339 15,893 14,236 15,317 14,880 23,329 16,604 16,280

Equity and liabilities 61,175 62,726 64,204 71,359 70,836 76,496 78,768 86,556 86,950 80,292

a We have applied International Reporting Standards IFRS 10 and 11 as well as International Accounting Standard 19 (revised) since January 1, 2013. Figures for 2012 have been restated; no restatement was made for 2011 and earlier.
b Figures for 2013 have been adjusted to reflect the dissolution of the natural gas trading business disposal group.
c Tax provisions are reported separately as of January 1, 2020. Figures for the years 2018 and 2019 have been restated. In 2017 and earlier, tax provisions are included in other provisions.

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Glossary and Trademarks

Glossary and C Competency Model

BASF’s Competency Model is derived from our corporate strategy
Trademarks Capital expenditures (capex)
We define capex as additions to property, plant and equipment
and our values and translates these into specific day-to-day behav-
ioral standards. It is applicable worldwide, creating a common
­excluding additions from acquisitions, IT investments, restoration framework for the conduct of all BASF employees and leaders to
A obligations and right-of-use assets arising from leases. enable us to reach our shared goals. The eight competencies are:
Drive Innovation, Collaborate for Achievement, Embrace Diversity,
AgBalance® Carbon management Communicate Effectively, Drive Sustainable Solutions, Develop Self
AgBalance® is a method to measure and assess sustainability in Carbon management bundles our global activities and a long-term and Others, Act with Entrepreneurial Drive, Demonstrate Customer
agriculture. BASF developed the method based on its many years of research and development program to reduce our greenhouse gas Focus.
experience with the Eco-Efficiency Analysis and SEEBalance® and in emissions. The objective is to achieve our climate protection target
cooperation with customers and experts. and set the course for low-carbon chemical production. Compliance
Compliance is an important element of corporate governance. It
Associated companies CDP refers to the company’s behavior in accordance with laws, guide-
Associated companies are entities that are not subsidiaries, joint The international nonprofit organization CDP (formerly the Carbon lines and voluntary codices.
ventures or joint operations, and over whose operating and financial Disclosure Project) analyzes environmental data of companies. The
policies significant influence can be exercised. In general, this CDP’s indexes serve as assessment tools for investors. Customers
­applies to companies in which BASF has an investment of between We understand customers as all external companies (sold-to par-
20% and 50%. Circular economy ties) that had contracts with the BASF Group in the business year
The circular economy concept describes the transition away from a concerned under which sales were generated.
B linear model of “take-make-dispose” to a system of closed loops
powered by renewable energy. The core elements of a circular D
Barrel of oil equivalent (BOE) economy include reusing resources, avoiding waste and optimizing
A barrel of oil equivalent (BOE) is an international unit of measure- product features with respect to the entire product life cycle. Dodd-Frank Act
ment for comparing the energy content of different fuels. It is equal The Dodd-Frank Act issued in 2010 comprises accounting and
to one barrel of crude oil, or 6,000 cubic feet (169 cubic meters) of CO2 equivalents disclosure obligations for publicly listed U.S. companies regarding
natural gas. CO2 equivalents are units for measuring the impact of greenhouse the use of certain raw materials that come from the Democratic
gas emissions on the greenhouse effect. A factor known as the Republic of the Congo or its bordering countries. The companies
Biotechnology global warming potential (GWP) shows the impact of the individual must prove that the materials they use do not come from mines in
gases compared with CO2 as the reference value. these conflict areas. The definition of conflict minerals as per the
Biotechnology includes all processes and products that make use Dodd-Frank Act includes the following materials and their deriva-
of living organisms, including plants, bacteria and yeasts, or their Commercial paper program tives: columbite-tantalite (coltan), cassiterite, wolframite and gold.
cellular constituents, such as enzymes. The commercial paper program is a framework agreement between
BASF and banks regarding the issuing of debt obligations on the Due diligence
financial market (commercial paper). The commercial paper is
­ An ongoing risk management process to identify and avoid negative
­issued under a rolling program for which the terms can be deter- impacts on and by a company (for example, through human rights
mined individually. This requires a good rating. violations in the supply chain).

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Glossary and Trademarks

E Equity method Free cash flow

The equity method is used to account for shareholdings in joint Free cash flow is the cash flows from operating activities less
EBIT ventures and associated companies. Based on the acquisition costs ­payments made for property, plant and equipment and intangible
Earnings before interest and taxes (EBIT): At BASF, EBIT corre- of the shareholding as of the acquisition date, the carrying amount assets.
sponds to income from operations. is continuously adjusted to the changes in equity of the company in
which the share is held. G
EBITDA
Earnings before interest, taxes, depreciation and amortization European Water Stewardship (EWS) Standard Genome editing
(­EBITDA): At BASF, EBITDA corresponds to income from operations The European Water Stewardship (EWS) Standard enables busi- Genome editing refers to a series of new molecular biological
­before depreciation and amortization (impairments and reversals of nesses and agriculture to assess the sustainability of their water ­methods to make specific changes in the genome. Naturally occur-
impairments). management practices. The criteria are sustainable water abstrac- ring processes are used to make small changes to an organism’s
tion, maintaining good water quality, preserving conservation areas, genes to modify a specific characteristic. Such techniques have
EBITDA margin and ensuring continuous improvement processes. The EWS stan- great potential for innovative solutions in healthcare, agriculture and
The EBITDA margin is the margin that we earn on sales from our dard came into force at the end of 2011 and was developed industrial applications, for example.
operating activities before depreciation and amortization as a by nongovernmental organizations, governments and businesses
­percentage of EBITDA. It is calculated as income from operations ­under the direction of the independent organization European Water Global Product Strategy (GPS)
before depreciation, amortization, impairments and reversals of Partnership (EWP). The Global Product Strategy aims to establish global product stew-
­impairments as a percentage of sales. ardship standards and practices for companies. The program aims
Exploration to improve the safety management of chemical substances and
Eco-Efficiency Analysis Exploration refers to the search for mineral resources, such as crude to support governments in the introduction of local chemical
The Eco-Efficiency Analysis is a method developed by BASF for oil or natural gas, in the Earth’s crust. The exploration process ­regulations.
assessing the economic and environmental aspects of products ­involves using suitable geophysical methods to find structures that
and processes. The aim is to compare products with regard to may contain oil and gas, then proving a possible discovery by means Global Reporting Initiative (GRI)
profitability and environmental compatibility. of exploratory drilling. The Global Reporting Initiative is a multistakeholder organization.
It was established in 1997 with the aim of developing a guideline
Emerging markets F for companies’ and organizations’ voluntary reporting on their eco­
We define the emerging markets as Greater China, the ASEAN nomic, environmental and social activities.
countries (Brunei, Indonesia, Malaysia, Myanmar, Cambodia, Laos, Formulation
the Philippines, Singapore, Thailand, Vietnam), India, Pakistan and Formulation describes the combination of one or more active sub- Greenhouse Gas Protocol (GHG Protocol)
Bangladesh; Central America including Mexico and South America; stances with excipients like emulsifiers, stabilizers and other inactive The Greenhouse Gas Protocol, used by many companies in different
eastern Europe; the Middle East, Turkey and Africa. components in order to improve the applicability and effectiveness sectors as well as nongovernmental organizations and govern-
of various products, such as cosmetics, pharmaceuticals, agricul- ments, is a globally recognized standard to quantify and manage
tural chemicals, paints and coatings. greenhouse gas emissions. The reporting standards and recom-
mendations for implementing projects to reduce emissions are
jointly developed by companies, nongovernmental organizations
and governments under the guidance of the World Resources Insti-
tute and the World Business Council for Sustainable Development.

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Glossary and Trademarks

H ISO 14001 Joint operation

ISO 14001 is an international standard developed by the Interna- A joint operation is a joint arrangement in which the parties that
Health Performance Index (HPI) tional Organization for Standardization (ISO) that determines the share control have direct rights to the assets and liabilities relating
The Health Performance Index is an indicator developed by BASF general requirements for an environmental management system for to the arrangement. For joint operations, the proportional share
to provide more detailed insight into our approach to health man- voluntary certification. of ­
assets, liabilities, income and expenses are reported in the
agement. It comprises five components: recognized occupational BASF Group Consolidated Financial Statements.
­diseases, medical emergency drills, first aid, preventive medicine ISO 19011
and health promotion. ISO 19011 is an international standard developed by the Inter­ Joint venture
national Organization for Standardization (ISO) that also serves A joint venture is a joint arrangement in which the parties that have
I as a guide for auditing management systems, for example for joint control of a legally independent entity have rights to the net
occupational health and safety, energy, quality and environmental assets of that arrangement. Joint ventures are accounted for using
IAS ­management. the equity method in the BASF Group Consolidated Financial
IAS stands for International Accounting Standards. ­Statements.
ISO 27001
IFRS ISO 27001 is an international standard developed by the Interna- L
The International Financial Reporting Standards (until 2001: Interna- tional Organization for Standardization (ISO) that determines the
tional Accounting Standards, IAS) are developed and published by general requirements for an information security management Long-term incentive program (LTI)
the International Accounting Standards Board, headquartered in ­system for voluntary certification. The long-term incentive is a share price-based compensation
London, United Kingdom. The “IAS Regulation” made the applica- ­program primarily for senior executives of the BASF Group and
tion of IFRSs mandatory for listed companies headquartered in the ISO 50001 members of the Board of Executive Directors. Among other things,
European Union starting in 2005. ISO 50001 is an international standard developed by the Inter­ the program aims to tie a portion of the participants’ annual
national Organization for Standardization (ISO) that determines ­compensation to the long-term performance of BASF shares by
ILO Core Labor Standards the general requirements for an energy management system for having the senior executives make an individual investment in the
The ILO Core Labor Standards are set out in a declaration of the ­voluntary certification. company’s stock. The introduction of the new LTI also incentivizes
International Labor Organization (ILO), comprising eight conventions the achievement of strategic growth, profitability and sustainability
that set minimum requirements for decent working conditions. J targets.

ISO 9001 Joint arrangement M

ISO 9001 is an international standard developed by the International A joint arrangement refers to joint ventures and joint operations, and
Organization for Standardization (ISO) that determines minimum describes a jointly controlled arrangement of two or more parties. Materiality analysis
requirements for a quality management system for voluntary
­ This arrangement exists if decisions about relevant activities require BASF uses a materiality analysis to identify and assess sustainability
­certification. the unanimous consent of all parties sharing control. topics. This considers the expectations and demands of external
stakeholders, as well as the expertise of members of the Stake­
holder Advisory Council. Assessments prepared by our employ­ees
from various units are also taken into account. An analysis of various
data sources expands on and verifies these findings.

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Glossary and Trademarks

MDI Naphtha Process safety incidents (PSI)

MDI stands for diphenylmethane diisocyanate and is one of the Naphtha is petroleum that is produced during oil refining. Heavy Process safety incidents (PSI) is a worldwide harmonized industry
most important raw materials for the production of polyurethane. naphtha is the starting point for gasoline production. Light naphtha metric used to report events involving the release of a substance or
This plastic is used for applications ranging from the soles of high- is the most important feedstock for steam crackers. energy where this exceeds defined thresholds. BASF has used the
tech running shoes and shock absorbers for vehicle engines to insu- criteria and reporting thresholds developed by the International
lation for refrigerators and buildings. NMVOC (nonmethane volatile organic compounds) Council of Chemical Associations (ICCA) since 2018.
VOCs (volatile organic compounds) are organic substances that are
Million British thermal unit (mmBtu) present in the air as gas at low temperatures. These include some Propylene oxide (PO)
The British thermal unit (Btu) is a unit of energy observed in the hydrocarbons, alcohols, aldehydes and organic acids. NMVOCs are Propylene oxide (PO), a very reactive compound, is generated by
Anglo-­American measuring system. It is used for indicating values VOCs from which methane is excluded. the oxidation of propylene and is used as basic chemical for further
such as the energy content of gas. One mmBtu (million British processing in the chemical industry.
­thermal units) is equal to approximately 1,003 cubic feet of gas or O
28 cubic meters of gas. R
OHSAS 18001
Monitoring system The Occupational Health and Safety Assessment Series (OHSAS) REACH
Monitoring systems and tools serve to measure and ensure the includes the standard OHSAS 18001, which contains a framework REACH is a European Union regulatory framework for the reg­is­
­adherence to standards. One area that is monitored is our voluntary for an occupational safety management system. This system can be tration, evaluation, authorization and restriction of chemicals, and
commitments, such as the adherence to human rights and interna- integrated into an existing quality and environmental protection was implemented gradually by 2018. Companies are obligated to
tionally recognized labor standards. management system and certified accordingly. collect data on the properties and uses of produced and imported
­substances and to assess any risks.
MSCI World Chemicals Index P
The MSCI World Chemicals Index is a stock index that includes the Renewable resources
world’s biggest chemical companies. It measures the performance Peak sales potential Renewable raw materials are products made from biomass such as
of the companies in the index in their respective national currencies, The peak sales potential of the Agricultural Solutions pipeline sugars, starches and vegetable oils that are not used as food or
thus considerably reducing currency effects. ­describes the total peak sales forecast for individual products in the feed, but as feedstock or to generate warmth, electricity or fuels.
research and development pipeline. Peak sales are the highest sales
N value to be expected from one year. The pipeline comprises innova- Responsible Care®
tive products that have been on the market since 2019 or will be Responsible Care® refers to a worldwide initiative by the chemical
Nanomaterials launched on the market by 2029. industry to continuously improve its performance in the areas of
The International Organization for Standardization defines nano­ environmental protection, health and safety.
materials as materials with one or more external dimensions on a
nanoscale or with internal structure or surface structure on a nano­ Retention
scale. For regulatory purposes, there are additional definitions for Profits generated can be used in two ways: distribution to share-
nanomaterials worldwide. holders or retention within the company.

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Glossary and Trademarks

ROCE Spot market (cash market) Tier 1 suppliers

Return on capital employed (ROCE) is a measure of the profitability A spot market is a market where an agreed-upon deal, including BASF considers all direct suppliers of the BASF Group in the busi-
of our operations. This is calculated as the EBIT generated by the delivery, acceptance and payment, occurs immediately, as opposed ness year concerned as Tier 1 suppliers. These are suppliers that
segments as a percentage of the average cost of capital basis. The to forward contracts, where the delivery, acceptance and payment provide us with raw materials, investment goods, consumables and
average cost of capital basis corresponds to the operating assets of occurs at a point in time after the conclusion of the deal. services. Suppliers can be natural persons, companies or legal
the segments plus the customer and supplier financing not included persons under public law. Suppliers usually work together with other
there and is calculated using the month-end figures. Steam cracker suppliers, which are categorized as Tier 2, Tier 3, etc. based on their
A steam cracker is a plant in which steam is used to “crack” naphtha role in the value chain.
S (petroleum) or natural gas. The resulting petrochemicals are the raw
materials used to produce most of BASF’s products. Together for Sustainability (TfS)
SASB Global initiative of various companies from the chemical industry
The Sustainability Accounting Standards Board (SASB) is a Sustainable Solution Steering for the global standardization of supplier evaluations to improve
U.S.-­based nonprofit organization that develops industry-specific We use Sustainable Solution Steering to review and guide our ­sustainability in the supply chain.
sustainability reporting standards. These aim to create transparency ­product portfolio in terms of sustainability. The four categories –
around material dimensions of sustainability: economic, environ- ­Accelerators, Performers, Transitioners and Challenged – indicate Traits
mental and social impact. how our products and solutions already comply with sustainability Traits are commercial plant characteristics, such as an inherent
requirements and how we can increase their contribution. ­resistance to certain herbicides or an inherent defense against
SEEbalance® ­certain insects.
SEEbalance® is the Socio-Eco-Efficiency analysis developed by T
BASF. It can be used to evaluate and compare the environmental TUIS
impact, costs and social aspects of products and manufacturing TCFD TUIS is a German transport accident information and emergency
processes. SEEbalance® makes sustainable development measur- The Task Force on Climate-related Disclosures (TCFD) established response system jointly operated by around 130 company fire
able and manageable for companies by combining the three dimen- by the G20 Financial Stability Board promotes the disclosure of departments within the chemical industry and specialists. The
­
sions of sustainability – economy, environment and society – in an ­information and data relevant to climate change by companies, and ­member companies can be reached by the public authorities at any
integrated product assessment tool. develops corresponding recommendations. The objective is to time and provide assistance over the telephone, expert on-site
improve market participants’ understanding of material climate-­
­ ­advice or special technical equipment.
Special items relevant risks and enable them to better assess the opportunities
Special items arise from the integration of acquired businesses, and risks of climate change. BASF supports the recommendations U
­restructuring measures, impairments, gains or losses resulting from and is involved in the work of the Task Force.
divestitures and sales of shareholdings, and other expenses and U.N. Global Compact (UNGC)
income that arise outside of ordinary business activities. TDI In the United Nations Global Compact network, nongovernmental
TDI stands for toluene diisocyanate and is a raw material for the organizations, companies, international business and employee
production of polyurethane. It is used primarily in the automotive ­representatives, scientists and politicians work on aligning global
­industry (for example, in seat cushions and interiors) and the furni- business with the principles of sustainable development.
ture industry (for example, for flexible foams for mattresses or
cushioning, or in wood coating).

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Glossary and Trademarks

U.N. Sustainable Development Goals (U.N. SDGs) W Trademarksa

The U.N. officially adopted its Sustainable Development Goals
(U.N.  SDGs) in September 2015. These replaced the previous Water stress areas DRYREFTM
­Millennium Development Goals. The 17 SDGs provide a framework We report on water stress areas as regions in which 40% or more of Registered trademark of Linde AG
for bringing together U.N. member states, NGOs, industry associa- available water is used. Our assessment is based on Aqueduct 3.0
tions and employee representatives, academia, politics and busi- (WRI, 2019). Our sustainable water management goal also takes Net Promoter System®
ness to combat international challenges such as poverty, food and into account all sites that we defined prior to 2019 as sites in water Registered trademark of Bain & Company, Inc.
water scarcity, and climate change. stress areas in accordance with Pfister et al. (2009), as well as the
Verbund sites. Responsible Care®
V Registered trademark of the European Chemical Industry ­Council
Water consumption
Value chain We calculate the water consumption of the BASF Group as the All other trademarks referred to in the BASF Report are registered
A value chain describes the successive steps in a production sum of evaporation in cooling processes, water content in sales trademarks of the BASF Group (identified with the ® symbol),
­process: from raw materials through various intermediate steps, products, and other water use at the sites. trademarks pending (identified with the TM symbol), or trademarks
such as transportation and production, to the finished product. used by the BASF Group.

Value to Society
BASF developed the Value to Society approach in cooperation with a Trademarks are not registered/used in all countries.

external experts to measure and assess in monetary terms the

economic, ecological, and social impacts of its business activities
along the entire value chain.

Verbund
In the BASF Verbund, production facilities and technologies are
­intelligently networked, with high-output chemical processes that
use energy and resources efficiently. The by-products of one plant
serve as feedstock elsewhere, creating efficient value chains – from
basic chemicals to high value-added solutions such as coatings
or crop protection products. Our Verbund concept – realized in
production, technologies, the market and digitalization – enables
innovative solu­tions for a sustainable future.

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Quarterly Statement Q1 2021 / Annual Shareholders’ Meeting 2021 Further information

April 29, 2021
Published on February 26, 2021
You can find this and other BASF publications
online at basf.com/publications

Half-Year Financial Report 2021

July 28, 2021 Contact

General inquiries
Quarterly Statement Q3 2021 Phone: +49 621 60-0, email: global.info@basf.com

October 27, 2021
Media Relations
Jens Fey, phone: +49 621 60-99123

Sustainability Relations
BASF Report 2021 Thorsten Pinkepank, phone: +49 621 60-41976

February 25, 2022
Investor Relations
Dr. Stefanie Wettberg, phone: +49 621 60-48002

Internet
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April 29, 2022

BASF supports the chemical industry’s global Responsible Care initiative. COMC 2102 E